organizational behaviour term paper topics

Organizational Behavior Research Paper Topics

This page provides a comprehensive list of 100 organizational behavior research paper topics that are divided into 10 categories, each containing 10 topics. These categories include communication and teamwork, organizational culture and climate, employee motivation and engagement, organizational leadership, diversity and inclusion, organizational communication, employee well-being and work-life balance, organizational change, human resource management, and organizational ethics and corporate social responsibility. In addition to the list of topics, the page also provides expert advice on how to choose a research topic and how to write an organizational behavior research paper. Finally, students can take advantage of iResearchNet’s writing services to order a custom organizational behavior research paper on any topic. With this page, students will be able to explore the wide range of topics in organizational behavior and excel in their academic pursuits.

Organizational Behavior Topics Guide

Organizational behavior is an important field of study that focuses on how individuals and groups behave in organizations. It is a multidisciplinary field that draws on insights from psychology, sociology, anthropology, economics, and management. Understanding organizational behavior is crucial for individuals who are interested in careers in management, human resources, or organizational development. Research papers are an important aspect of studying organizational behavior, as they allow students to explore various aspects of this field in-depth.

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The purpose of this page is to provide students with a comprehensive list of organizational behavior research paper topics that will help them choose a topic for their research paper. The page is divided into 10 categories, each containing 10 topics. The categories include communication and teamwork, organizational culture and climate, employee motivation and engagement, organizational leadership, diversity and inclusion, organizational communication, employee well-being and work-life balance, organizational change, human resource management, and organizational ethics and corporate social responsibility. By providing a wide range of topics, students can find one that aligns with their interests and career goals.

100 Organizational Behavior Research Paper Topics

Communication and Teamwork

1. Communication barriers in the workplace 2. Interpersonal communication and conflict resolution 3. The effects of technology on communication and teamwork 4. Cultural diversity and communication in global organizations 5. Communication strategies for effective leadership 6. Group dynamics and team performance 7. Decision-making processes in teams 8. Motivation and satisfaction in team-based work environments 9. Leadership styles and their impact on team effectiveness 10. Team training and development programs

Organizational Culture and Climate

1. The impact of organizational culture on employee behavior 2. The role of leadership in shaping organizational culture 3. Organizational change and resistance to change 4. Organizational culture and innovation 5. Ethical climates in organizations 6. Managing cultural diversity in organizations 7. The impact of organizational culture on employee well-being 8. Measuring and assessing organizational culture 9. The relationship between organizational culture and performance 10. The impact of organizational climate on employee motivation and job satisfaction

Employee Motivation and Engagement

1. Theories of employee motivation and their application in the workplace 2. The role of incentives and rewards in employee motivation 3. The impact of job design on employee motivation and engagement 4. The relationship between job satisfaction and employee motivation 5. Employee engagement and its impact on organizational performance 6. Employee empowerment and motivation 7. The role of leadership in employee motivation and engagement 8. The impact of organizational culture on employee motivation 9. Employee motivation and retention strategies 10. Employee motivation and its impact on organizational change

Organizational Leadership

1. Theories of leadership and their application in the workplace 2. Transformational leadership and its impact on organizational performance 3. Authentic leadership and its impact on organizational culture 4. Situational leadership and its effectiveness in different contexts 5. Servant leadership and its impact on employee well-being 6. The relationship between leadership and employee motivation 7. The impact of gender and cultural diversity on leadership 8. The role of emotional intelligence in leadership 9. The impact of leadership on organizational change 10. Developing effective leadership skills

Diversity and Inclusion

1. Defining diversity and inclusion in the workplace 2. The business case for diversity and inclusion 3. The relationship between diversity and innovation 4. Overcoming diversity challenges in global organizations 5. Managing diversity and inclusion through leadership 6. The impact of cultural diversity on team performance 7. Addressing diversity and inclusion in performance evaluations 8. The role of diversity and inclusion in employee retention 9. The impact of diversity and inclusion on organizational culture 10. Strategies for developing and implementing effective diversity and inclusion initiatives

Organizational Communication

1. The impact of communication on organizational effectiveness 2. Organizational communication strategies 3. Internal communication and its impact on employee engagement 4. The role of communication in change management 5. The impact of technology on organizational communication 6. The relationship between communication and organizational culture 7. The impact of communication on employee motivation and satisfaction 8. The role of nonverbal communication in organizational behavior 9. The impact of communication on organizational reputation 10. The role of feedback in organizational communication

Employee Well-being and Work-Life Balance

1. The impact of work-life balance on employee well-being 2. The relationship between stress and employee performance 3. Mental health in the workplace 4. Workplace wellness programs 5. The role of leadership in promoting employee well-being 6. The impact of job demands and resources on employee well-being 7. The impact of work schedule flexibility on employee well-being 8. The impact of job security on employee well-being 9. Burnout and its impact on employee well-being 10. Developing effective work-life balance policies

  Organizational Change

1. Theories of organizational change 2. Managing resistance to change 3. The role of leadership in organizational change 4. The impact of organizational culture on change management 5. The role of communication in change management 6. The impact of technology on organizational change 7. The impact of organizational change on employee motivation and satisfaction 8. The role of employee involvement in change management 9. Change management strategies for global organizations 10. The impact of organizational change on organizational performance

Human Resource Management

1. Recruitment and selection strategies 2. Performance management and appraisal 3. Training and development programs 4. The impact of compensation and benefits on employee motivation 5. The role of HR in promoting diversity and inclusion 6. The impact of technology on HRM 7. The impact of employee turnover on organizational performance 8. Employee retention strategies 9. HR metrics and analytics 10. HR strategy and its impact on organizational performance

Organizational Ethics and Corporate Social Responsibility

1. The importance of ethical behavior in organizations 2. Ethical decision-making processes in organizations 3. The impact of corporate social responsibility on organizational performance 4. The relationship between ethics and organizational culture 5. Ethical leadership and its impact on employee behavior 6. The role of codes of ethics in organizations 7. The impact of social media on organizational ethics 8. The impact of globalization on organizational ethics 9. The role of stakeholders in promoting ethical behavior 10. Developing ethical organizational policies

Choosing an Organizational Behavior Topic

Choosing a research topic can be a daunting task, especially when there are so many organizational behavior research paper topics to choose from. The key to choosing a successful topic is to select one that is relevant, interesting, and manageable. In this section, we provide expert advice on how to choose an organizational behavior research paper topic that will help students succeed in their academic pursuits.

The importance of choosing a relevant and interesting topic

The first step in choosing an organizational behavior research paper topic is to select a relevant and interesting topic. A relevant topic is one that aligns with the course curriculum and the student’s area of interest. An interesting topic is one that is engaging and will hold the student’s attention throughout the research and writing process. Choosing a relevant and interesting topic is important because it will make the research and writing process more enjoyable and fulfilling.

Tips for choosing a topic that aligns with the student’s interests and career goals

To choose a topic that aligns with the student’s interests and career goals, it is important to consider what topics are relevant to the student’s area of study and future career aspirations. Students should consider their personal interests, as well as the interests of potential employers. They should also consider the latest trends and developments in the field of organizational behavior, and choose a topic that is timely and relevant.

How to narrow down a broad topic into a manageable research question

Once a broad topic has been selected, it is important to narrow it down into a manageable research question. This can be done by breaking the topic down into smaller, more manageable sub-topics. Students should consider the scope of the topic and the available resources, and choose a research question that is focused and manageable.

Examples of how to brainstorm ideas for research topics

Brainstorming is an effective way to generate ideas for research topics. Students can start by listing the topics that interest them and then narrowing down the list to the most relevant and interesting topics. They can also read academic journals and textbooks to identify current trends and issues in organizational behavior. Finally, they can talk to their instructors or peers to get ideas and feedback.

How to conduct preliminary research

Before choosing a research topic, it is important to conduct preliminary research to ensure that the topic is feasible and has enough available resources. Students can start by conducting a literature review to identify the latest research on the topic. They can also use online databases and search engines to find relevant articles and publications. Finally, they can consult with their instructors or academic advisors to get advice on the available resources and potential research topics.

Choosing the right organizational behavior research paper topic is essential for success in academic pursuits. By following these expert tips and advice, students can choose a relevant and interesting topic, narrow it down into a manageable research question, and conduct preliminary research to ensure the topic is feasible and has enough available resources.

How to Write an Organizational Behavior Research Paper

Once a research topic has been chosen, the next step is to write the research paper. Writing an organizational behavior research paper can be a challenging task, but with the right guidance and strategies, it can be a rewarding and fulfilling experience. In this section, we provide expert advice on how to write an organizational behavior research paper.

The structure and format of a research paper

The structure and format of an organizational behavior research paper should follow the standard guidelines for academic research papers. It should include an introduction, literature review, methodology, results, and discussion sections. The introduction should provide an overview of the research topic and the purpose of the study. The literature review should summarize the relevant research on the topic. The methodology section should describe the research design, sample, and data collection methods. The results section should present the findings of the study, and the discussion section should interpret the results and provide conclusions and recommendations.

How to conduct research and gather sources

To conduct research and gather sources for an organizational behavior research paper, students should start by conducting a literature review. This involves searching for relevant articles and publications on the research topic. Students can use online databases, search engines, and academic journals to find relevant sources. They should also consider the credibility and relevance of the sources they choose, and use a variety of sources to support their arguments.

How to organize and outline the paper

Organizing and outlining an organizational behavior research paper is an important step in the writing process. Students should start by creating an outline that includes the major sections of the paper and the key points they want to make in each section. They should then organize their sources and research findings according to the outline. This will help them write a clear and coherent paper.

How to write an introduction, literature review, methodology, results, and discussion sections

Each section of an organizational behavior research paper has a specific purpose and format. The introduction should provide an overview of the research topic and the purpose of the study. The literature review should summarize the relevant research on the topic. The methodology section should describe the research design, sample, and data collection methods. The results section should present the findings of the study, and the discussion section should interpret the results and provide conclusions and recommendations. Students should use clear and concise language and support their arguments with relevant sources and research findings.

How to properly cite sources and format the paper

Properly citing sources and formatting the paper is essential for academic integrity and professionalism. Students should follow the guidelines for the appropriate citation style, such as APA or MLA. They should also ensure that the paper is formatted according to the guidelines provided by their instructor or academic institution. This includes proper margins, headings, and references.

How to revise and edit the paper for clarity and coherence

Revising and editing the organizational behavior research paper is an important step in the writing process. Students should read the paper carefully and revise it for clarity, coherence, and organization. They should also check for spelling and grammar errors and ensure that the paper meets the requirements and guidelines provided by their instructor or academic institution.

Writing an organizational behavior research paper can be a challenging task, but with the right guidance and strategies, it can be a rewarding and fulfilling experience. By following these expert tips and advice, students can write a high-quality research paper that meets the academic standards and expectations.

Order Custom Organizational Behavior Research Papers from iResearchNet

Organizational behavior research is a dynamic and challenging field, and writing a research paper on the topic can be daunting. However, with the right guidance, strategies, and support, students can succeed in their academic pursuits and contribute to the ongoing discourse in the field.

We have provided a comprehensive list of organizational behavior research paper topics and expert advice on how to choose a topic, conduct research, and write a high-quality research paper. Additionally, iResearchNet offers writing services that provide customized solutions to students who need expert help with their organizational behavior research papers.

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245 Organizational Behavior Topics & Essay Examples

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• Personality Traits of a Leader.
• Importance of Human Resources.
• Office Culture Today.
• Creative Collaborations.
• Innovative Work Assignments.
• Team Work vs. Independence.
• Psychology in the Office Setting.
• Violence in the Workplace.
• Questions to Ask Your HR.
• Behavior Theories in the Workplace.
• Real-Life Examples of Organizational Behavior: Essay The diversity evident in contemporary organizations emanate from the increased mobility that has facilitated the movement of people across various parts of the world. As such, the concept of privacy is one that modern organizations […]
• The Difference Between Organizational Conflict and Misbehavior If a union induces an employee to participate in industrial action, both the union and the employee are obliged by the legal requirements of the industrial action.
• Importance of Studying Organizational Behaviour An example of the lack of a good relationship between the employee and the manager occurs when a manager is standing too close or if the employee is feeling uneasy with the presence of the […]
• How Internal and External Forces Affect Organization Behavior Internal and external factors affect the organization behavior in diverse ways. In conclusion, it is evident that, internal and external driving factors can impact an organization behavior positively or negatively.
• Organizational Behaviour: Problems and Recommendations The study of organizational behavior helps us to overcome these challenges successfully and gives us opportunities to accomplish the desired goal. This paper is to find out all the problems that occur in the organization […]
• Globalization and Organizational Behavior in Company It is also challenging to regulate the ethical behavior of a culturally diverse organization and different government and legal systems in different countries to be in line with the corporate culture.
• Coca-Cola Company: Organizational Behavior’ Importance The current paper aims at identifying the elements responsible for the success of the company, such as leadership, motivation, and teamwork of the employees, and identifying their impact on the organizational behavior, as well as […]
• Marks & Spencer Company’s Organizational Behavior Issues On the whole, it is possible to argue that the origins of the problems can be traced to extreme centralization of this company and its leadership approach.
• Organizational Behavior of Emirates Airlines The government of Dubai, owners of Emirates Airlines, claims that their company is the largest airline in the world, serving millions of customers with thousands of employees who are multi-cultural and coming from the different […]
• The Organizational Behavior of Walmart Company Organizational behavior refers to the “understanding, prediction, and management of human behavior and how it affects the performance of the organization”. The benefits of this culture to the company include the following.
• Southwest Airlines: Organizational Behavior and Teamwork The company encourages self-actualization by motivating employees to be creative and innovative to be all they can, to improve effectiveness. Positive reinforcement is also used when employees contribute to increasing productivity and profit margins for […]
• Starbucks Corporation’s Organizational Behaviour The yearly costs of low morale and absenteeism in the United States are estimated to be $29 billion and a change of 4.
• Organizational Behavior: Strategies of Reinforcement If the punishment imposed is not successful and the undesirable behavior is still present, the manager can use the fourth type of reinforcement.
• Etihad Airways Company’s Organizational Behaviour All employees at the group are inferior to the Interim Group Chief Executive Officer Ray Gammel, who is responsible for managing and consulting all departments in the Etihad Aviation Group.
• Organizational Behaviour This project looked to study the organizational behaviour in a select company in lieu of three aspects namely; the role of personal values and organizational values in employees’ job satisfaction, the types of business communication […]
• Sociology and Organizations: Organizational Behavior The study of organizations from the sociology point of view began in the 1950s. In the future, at work, I will become part of a team and another unity.
• Hewlett-Packard Company: Personal Management and Organizational Behavior Since the beginning of the twenty-first century, HP has become of the world’s largest IT companies and is a strong force in the realms of printing, personal computing, and IT infrastructure globally.
• Organizational Environment and Behavior of Singapore Airlines This is due to the fact that the company has emphasized on the need for effective planning, technological development and shrewd leadership that provides the necessary focus for the company to achieve its objectives and […]
• Emotional Intelligence in the Organizational Behavior Context Low EI might cause the leader to be insensitive to the mood of the followers and this will lead to frustration and lower the output of the team.
• Organizational Behavior: Strengths and Weaknesses One of the most important aspects that should be highlighted is that it is beneficial to study relationships in the organization and determine areas that may be problematic.
• Organizational Behavior Consultancy for Google The choice was made in favor of these approaches as they consider the value of a human resource within the company’s activities and the importance of establishing and encouraging its work.
• Organizational Behavior: Conflicts and Negotiations If negotiation is based on a personal conflict, the differences between people are at the base of the problem and have a direct influence on its solution. In every type, personal differences can stall the […]
• Organizational Behavior. Open Systems Model We may single out the following aspects: the development of the team, the norms, the decision-making, and the allocation of duties.
• Organizational Behavior in Law Firms Methods of rewarding and punishing should be communicated clearly to the employees, so that they do not live in fear that they may fail to achieve the set goals by the end of the year.
• Disciplines Contribution on Organizational Behaviour The discipline of psychology has greatly contributed to the field of organizational behavior since it has led to the emergence of the concept of organizational psychology.
• Ethical Issues in Organizational Behavior In line with its context, this paper addresses major ethical issues that affect organizational behavior through the following three questions: Why ethical issues are major distress in different organizations How individual influences impact on organizations […]
• The Coca-Cola Company: Personal Management and Organizational Behavior The company sells large amounts of the products increasing its profits daily: The company serves 9 million stores which sell the drinks; to succeed in this, “the company has contracts with hundreds of bottlers, which […]
• Self-Understanding Role in Organizational Behavior Self-understanding, on the other hand, refers to the self-actualization that workers get to understand about themselves in the course of their working in an organization.
• Organizational Behavior in Ford Motor Company In addition, several of the proposed strategies put Ford in the position of designing compensation and benefits strategies to meet the specific economic requirements of the organizations.
• Management Issues: “Organizational Behavior” by Robert Kreitner and Angelo Kinicki On the whole, the main task of business administrators is to create a culture that can make a person associate one’s interests with the values and goals of a company.
• Organizational Behavior and Theory Part of good and productive management is to motivate employees to become productive and to work for the fulfilment of the organization’s objectives.
• Cirque du Soleil: Organizational Behavior The primary elements of organizational behavior incorporate the philosophy of the management, its principles, vision, and aspirations which is instrumental in directing the culture of the organization, whether formal, informal, or social which in turn […]
• Organization Behavior This paper presents an overview of RBS CITIZENS that comprises of the relevant history of the business, the mission of the RBS CITIZENS and the stakeholders of the organization.
• The Organizational Behavior Within the U.S. Army The understanding of organizational culture helps to understand the origin of a certain type of organizational behavior. Thus, organizational identity means that the individuals share a common vision of who they are in the frames […]
• Organizational Behavior Role in the Organization Performance A clear understanding of the concept of organizational behavior can significantly affect the productivity of an organization. This motivates employees and reduces the chances of absenteeism in an organization.
• Individual Diversity and Organizational Behavior The demographic variations in the workforce, alterations in organizational structures, and competitive business landscape have all contributed to the element of diversity in the workforce and has made it customary in contemporary organizations.
• International Organizational Behaviour The general lack of specificity associated with high context cultures and the literal nature of low context cultures is a potential source of friction within any organization.”The handling of time is one of the key […]
• Organization Behavior – Consumer Decision-Making Is a Process The information that marketers get at this point of the process is critical in that it allows them to portray the most-felt need of the consumer in the promotional messages.
• Organization Behavior and Management: Space Shuttle Challenger This paper will look at the SHUTTLE 51-L MISSION, the organization that was involved in the Challenger project, the mechanical failure of the Space Shuttle Challenger, the organizational behavior and management shortcomings that contributed to […]
• Google Inc.’s Organizational Behavior and Creativity It is important to understand that moods and emotions may have direct impact on the quality of work environment hence the output of employees.
• Organizational Behaviour and Negotiations This behaviour was one of the main attributes that I had to eliminate in order to attain a highly reputable and effective management.
• Organizational Behavior’s Project: Kingston Inc and Hancock Products The firm will continue using the current metrics to determine the quantity of the output per employees to define the incentives they receive.
• Organizational Behavior by S. Robbins and T. Judge The chapter ‘Introduction to the field of Organizational Behavior and Negotiation’ illustrates several topics, such as the importance of interpersonal skills, the presentations of the work of the managers, observation of organizational behavior, complementation of […]
• Organizational Behavior – HR Practices In the article “The value of human resource management for organizational performance”, the authors dwell on performance of an organization as greatly influenced by the organization of its human resources department.
• The Rigidity Effects in Organizational Behavior: A Multilevel Analysis Instead of this transport company transferring the cost of service delivery to the customer or cutting down their operations, they were rigid and not willing to change positively to counter the threat that was haunting […]
• Engineers and the Study of Organizational Behavior It is essential that engineers broaden their understanding and skills in the area of organizational behavior, part of their management training, for the following reasons: Having accomplished their technical degree, learning organizational behavior enables engineers […]
• A Church’s Organizational Structure and Behavior These systems contribute to the wellbeing of the society through various means, for example, they bring together resources in order to accomplish a society’s needs, help to facilitate innovation, they facilitate easy accommodation of ongoing […]
• Work Ethics & Goals: Organizational Behavior The first critical organizational behavior issue illustrated in the case study is the work ethic of the employees working in an office situated in Peru that is reflected in their perceived lack of responsibility, which […]
• Effective Communication and Organizational Behavior The scenario has so many people who are talking loudly in the office, hence making it difficult for the receivers to pay attention to what is being communicated.
• Organizational Behavior: Business Relationships Hypotheses This case Positive relationship between coworkers, Competitive behaviors of coworkers and focal employee work engagement cab be identified and connected to Work Engagement.
• Organizational Behavior in the Health Care Structures PDSA theory is used in organizations, planning and manipulating expected performance, a manager uses it to implement and try to compare predictions of the results in the health care sector.
• Organizational Behavior Management at BMW The objective of the company will be assured by the creation of a defined pool of workforce that will meet the demands of customers.
• Organizational Behavior Management Against Medical Errors The issue of medical errors is one of the most important in medical law, and the number of medical errors is not decreasing but increasing.
• The Organizational Behavior Terminologies and Concepts In terms of historical evidences, the study of organizational behavior and the concepts and theories are widely applicable and used in the business field of disciple.
• Insurance Agency’s Organizational Behavior To achieve the objective of determining effective usage of human skills in management, the top manager, Miss Kally, was interviewed about of the company.
• Land Rover: Organizational Behavior The organization’s failure to address the complaints raised by customers underscores the fact that the firm does not fully appreciate the significance of customers in the organization’s quest to achieve long-term excellence.
• Google: Organizational Behavior The much attention should be paid the way in which theoretical concepts of organizational behavior are translated into real-life policies of Google.
• Organizational Behavior Issues and Theories With the unprecedented revolutionaries undergone by organizations in the 21st century, there is need to rethink on the issues of organizational behavior in order to enhance efficiency within the organization.
• Organizational Behaviour and Leadership The company’s main goal is to raise the living standards of the population sector and also improve the lives of most of the small scale farmers in the region.
• Guide to Article Critique (Organizational Behavior) In the second study, the researchers wanted to understand the effect POS has on the withdrawal of workgroups and consequently on that of the individual’s withdrawal behavior.
• Organizational Behavior: Structure, Development and Change Managing change in an organizational is the practice of designing and executing the change wisely with an aim of minimizing resistance of workers in addition to outlaying business, while as well maximizing the efficiency of […]
• Organizational Theory and Behavior: Personality Tests In cognitive dissonance therefore the way that the level of attitude is determined in an individual is termed to be quantitative in that it can accurately describe the level of attitude that exists.
• Organizational Leadership and Attitude-Behavior Theory According to the author’s hypothesis, a leader’s actions are determined by attitude, which depends on four variables of feelings, emotions, beliefs, and environment.
• Individual Action Plan: Organizational Behavior The current paper presents a comprehensive plan targeted at the promotion of the emotion of marketing employees with the aim of increasing their self-confidence and overall skills in the context of a Chinese educational company.
• Organizational Behavior at JJ’s Development Center The job included designing and creating activities to entertain the children, help their intellectual development, and encourage positive interactions in the workplace.
• Organizational Behavior and Human Resources In one instance that could posit a task conflict, a3M Canada sought to determine the opportunities and challenges of altering its Industrial Business Division.
• Organizational Behavior Management in Healthcare At this assessment, 9 of the STs that finished the program were still working at the agency, and six consented to take part in the evaluation.
• The “Organizational Behavior 1” Book by Miner The book consists of three thematic blocks a discussion of the scientific method, the theories of motivation, and leadership theories. The theories themselves and their discussion in the form chosen by the author contribute to […]
• Decision-Making Actions From Organizational Behavior Perspective Decision-making on how to deal and cope up with the technological changes will require a cause of action that will mold the internal structure and design to deal with the external forces.
• Organizational Behavior: Social Science Types of Culture and Power as a Property Viewpoint: Power culture Role culture Task culture Person culture
• Organizational Behavior: Employees Conflict Thus, it was necessary for the senior manager to change the organizational behavior of the coworkers and the directorate of the building company.
• Positive Organizational Behavior vs. Unprofessionalism It was confusing and intimidating to work with the supervisor as a young professional in a highly competitive organization. Alternatively, it would have been wise to directly involve the HR officer in a friendly and […]
• Subject Organizational Behavior: Nature versus Nature Those who believe that leaders are born hold the view that leaders possess some innate qualities that contribute to their success as leaders. Therefore, it can be asserted that learning is an essential aspect of […]
• Organizational Behavior: Analysis of Articles The following section will provide a summary and critique of each of the articles based on the author’s reading of them.
• Organizational Behavior: Facebook and Apple It applies in circumstances where the conflict is between team members, and as a result, the most convenient means of changing the arrangement of the group is separating the personalities that were colliding.
• Researching the Organizational Behavior in the Fatal Accident There is also a need for a fully-fledged department with enough staff to monitor the work of NASA and its contractors.
• Ashraf T. “Organizational Behavior”: Theoretical and Practical Aspects They define the concept as a term related to the study of dynamics present at individual and organizational levels, in addition, to the nature of the organizations individually.
• Organizational Behavior: Culture Shock In the context of positively impacting on learning experience, the affected person desire to go to a different place having different culture than what one is used to will help them to be in a […]
• Self-Efficacy: Implications for Organizational Behavior and HRM According to the author of the article, self-efficacy is based on the continuing attainment of compound perceptive, communal, linguistic, and corporal abilities by the means of the existing knowledge.
• Empirical Research of Organizational Behavior Since the time the number of women entering the workforce increased significantly, scholars have always attempted to determine the impact of gender issues at the workplace.
• Organizational Behavior & Culture Project: Skilled Nursing Facility This paper includes an assessment of the current organizational culture at a skilled nursing facility and a description of the changes to be implemented to create a collaborative culture and improve the organization’s performance.
• The Important Variables of Organizational Behavior As a result, the company’s owners will not benefit from their decision to reduce the levels of bonus because the earnings of the company will become less than before.
• The Key Methods to Improve Organizational Behavior It is crucial to note that organizational behavior is a concept that enables the leadership to assess and analyze the conduct of employees in the organization.
• People Skills and Organizational Behavior A good example of how coaching takes place at the work place can be that of a restaurant where a chef who understands some recipes takes time to take the workers through the process of […]
• Self-Understanding in Organizational Behavior In such a case, I may not be interested to work if I have the money to meet my needs therefore the lack of that money necessitates my need to work so as to meet […]
• Organizational Behaviour: Term Definition And to run the organization smoothly, the managers of the company have to look to the sustainability of working conditions and this includes people of the company.
• Organizational Behavior of Employees For instance, new employees should be welcome and be orientated with the company’s environment to ensure that they are familiar with their surroundings.
• Organizational Behavior in Stanley Morgan In that regard, the focus is shifted toward the organizational culture to maintain the ethical values of the company, which accordingly should be shaped to consider the ethical and the legal responsibilities of the company.
• Organizational Behavior in Three Workplaces Thus Kent was not acting within the boundaries of the group; he was breaking the rules, and was trying to establish his own ones. The next situation describes the improvements of the working places in […]
• Cold Stone Creamery Firm’s Organizational Behavior The mission statement of any company is meant to be a guiding principle for all the employees in the organization. The main idea that is portrayed in this mission statement is that of customer service.
• Organizational Behavior and Global Communication To begin with, there is strong necessity to emphasize that the issues of generic benchmarking, which entail organizational behavior and global communication issues are regarded to be the common matters of successful business performance.
• Organizational Behavior in Companies In the case readings given the organisational behaviour is of great significance and needs analysis in order to make out the approaches of each.
• Leadership – International Organizational Behavior. The West Indies Yacht Club Resort The case of The West Indies Yacht club resort shows that the cultural diversity problem is one of the most important in HRM as it influences the organization and its clientele.
• Organizational Behaviour: Teamwork in a Canadian Pub The main issues in the case are as follows: In the case, during the Brainiac game, a regular player Hannah suggested the other regulars to play cooperatively to improve the answering.
• Determining Positions: Theories of Organizational Behavior The second stage in this Model would be in terms of determining variables like faith in leadership, the level of hierarchical steps and coherence of tasks, and the level of influence the leader is able […]
• Organizational Behavior: Building People Skills In my opinion, I think I have some points to make as to why the other people behaved the way they did, Firstly, there was a lack of cohesion amongst the members, and the chair […]
• La Maison: Organizational Behaviour Organizational behavior is a pasture of learning that explores the impact of groups and individuals as well as a structure that has on behavior inside the Organisations, to apply such awareness toward getting better an […]
• Criminal Justice Agency Organizational Behavior In terms of organizational behavior studies, a criminal justice agency is seen as a system organization based on legal, social, and moral values, visions, and social environment.
• What Is Organizational Behavior Anyhow? Although present is still substantial debate as to the family member importance of each, there come into view to be universal agreement that OB comprise the core theme of motivation, manager behavior and power, interpersonal […]
• Bureaucracy: Organizational Behavior and Management The resources and power used on the job are only for the assigned task and are not the personal property of the employee.
• Organizational Behavior and Other Disciplines The main asset of anthropology in the context of organizational behavior is that it explores the interface between organizations and people culture.
• Organizational Behaviour. Life Style Inventory Therefore such an approach helps in the task of ‘controlling’ and pushing others as well for making efforts to this end.
• Globalization Issues Effect on Organization Behavior The authors underline that companies have to accept the view that a neoliberal understanding of globalization is sustained and reconfirmed by powerful political institutions and economic corporations.
• Assessing the Microclimate in the Team: Organizational Behavior The key characters are Illa Fitzgerald, the owner and founder of the chain, her acquaintance Lynne Gibson who was the manager and became the leading consultant later, and Kris Jenkins, who replaced Gibson.
• National Emirates Airlines’ Organization Behavior In the case of Emirates Airline, the active working position of the Sheikh is proof of his interest in the success of his corporation and customers’ satisfaction in the quality of provided services.
• Public Space and Organizational Behavior Focusing on the ideas developed in the framework of interactional psychology, it can be presupposed that the best way to return to civility in public discourse is to affect organizational behavior.
• Workplace Violence and Organizational Behavior Also, the Senior Professional in Human Resources should ask questions to reveal if there is any source of violence in the company, including “criminal, customer or client, co-worker, and domestic op personal violence”.
• Organizational Behavior in Groups Sarah tried to make the business leaders know that they had to involve her in company affairs but to no avail.
• Organizational Behavior Issues in the US and the UAE Additionally, dysfunctional conflicts in the workplace environment affect the relationship of employees in an organization to a considerable extent. Important to note, such conflicts undermine the performance of individuals or groups and consequently the success […]
• Organizational Behavior: Teamwork and Leadership The attributes of a strong and successful group encompass effective communication, facilitated morale, excellent leadership, and the ability of the members to perceive themselves as valuable players.
• Organizational Behavior: Group Size and Discrimination When the size of a group increases, it becomes more intricate to coordinate the input of all the members effectively, and this might decrease people’s inspiration to contribute to the collective undertakings.
• Organizational Behavior: Conflicts in the Workplace The definition of possible types of conflict can help to interpret a particularly tense situation that arises in the workplace. Nevertheless, this manner of communication is unacceptable in the team, and mutual respect is the […]
• Organizational Behavior and Workplace Conflicts As for a workplace integrated conflict management system, one should argue that it refers to the recognition of a dispute’s inherent nature that all organizations have to face. Thus, it is possible to anticipate that […]
• Organizational Behavior: “Giver” Role of a Manager To me, it was critical to address this issue and act more as a matcher/ giver and not a taker because I felt like this experience would be helpful.
• Organizational Behavior: Emotional Intelligence To assess the EI in a person that is likely to be promoted to a managerial position, it is best to take notice of how this person acts in stressful situations.
• Conflict and Culture in the Organizational Behavior Assimilation is used when the “employees at the acquired firm are ready to embrace the values and cultural practices of the acquiring company”. The workers will be encouraged to have a sense of inclusion.
• ”Organizational Citizenship Behavior” by Wang The main purpose of this study is to test the link between employees’ value/identity-based motivation and organizational citizenship behavior’s five dimensions while examining the impact of employees’ individualistic/collectivistic orientation on this link.
• Organizational Behaviour Management He also disengages other members of the organisation in the objectives and responsibilities that they are supposed to undertake as a team.
• Organizational Behavior: Leading Human Resources The case under analysis turns out to be both private and public because it grounds on the personal attitude of certain people to the situation and influences the general development of the company, its growth, […]
• Organizational Behavior in “The Life and Times of Tim” With the revelation that the brevity of his name is the main reason for him still occupying his position with the company, it is predictable that Tim will at no time fully commit himself to […]
• Organizational Behavior Course: Personal Development Also, an appropriate organizational behavior of leaders and superiors is one of the most essential factors that influence the entire workflow, employees’ moods, their attitudes towards other colleagues, and the desire to work in general.
• Organizational Behavior Development Portfolio During the organizational behavior course, the broadness of the concepts of organizational culture, leadership and management, and power and politics stood out.
• Organizational Behavior and Performance Threats In the course of the investigation, the authors conclude that there is a positive correlation between the investigated phenomena as there is the appearance of positive shifts in employees and tendencies towards the improved effectiveness […]
• Management Communication and Organizational Behavior Communication is the transfer of information from the sender to a receiver in an understandable manner using the most effective communication media at the disposal of the parties to the communication.
• Bosch Siemens Home Appliance: Organizational Behavior Seeing that the quality of interactions in the workplace defines the level of the employees’ performance and, therefore, the organization’s efficiency in the target market, focusing on OB is crucial to create the premises for […]
• Retail Sales Associate’s Organizational Behavior It is generally expected that a sales associate in our retail store will realize that he or she is the face of the store.
• Organizational Behavior & Structure: NewGen Company It can be argued that indeed, Hahn has reason to question the ability of Amie to supervise technical matters, as she does not understand them.
• Innovation in Organizational Culture and Behavior It might be possible to state that innovations often emerge as solutions to particular problems, which means that proper identification of these problems is crucial if individuals are to attempt to solve them innovatively.
• Organizational Behavior: Endothon and Techfite Companies The first expectation of these employees is to satisfy the needs of the targeted customers. The first expectation of the workers is that the company should realize its goals within the specified period.
• Credible Evidence in Organizational Behavior Study As far as the effects of the organizational behavior and daily management are concerned, it is possible to note that they can be manifold.
• Agrigreen Incorporation’s Organizational Behavior The importance of the surveying team led to the official creation of the department with Howard Line Berry as the leading surveyor.
• Work Motivation and Organizational Behavior The purpose of the paper was the investigation of motivation within the organizational context. In the organizational context, motivation, or motivation management, is the system of methods and techniques applied for the activation of employees’ […]
• Michael Eisner’s Organizational Behavior at Disney He was not ready to sit and watch the company’s performance deteriorate; instead, he faced his opponents and told them that they were responsible for the challenges facing their organization.
• Mentoring Revisited: An Organizational Behavior Construct To this extent, a research problem helps in the generation of the study questions to be answered. However, the non-inclusion of the hypothesis in the article cannot be argued as a demerit of the research.
• Teachers’ Organizational Behavior in Schools Honingh and Oort used the Dutch vocational educational training sector as the study context to evaluate if the organizational behavior of teachers in publicly funded and privately funded Dutch VET schools has converged as a […]
• ABC Company’s Organizational Behaviour and Motivation The purpose of this study is to determine the impact of motivation on organizational behavior. This study looks at the impact of motivation on organizational behavior.
• Leadership and Organizational Citizenship Behavior
• Personality and Organizational Citizenship Behavior
• Oil Prices Effect on Saudi Organizational Behavior
• Business in Russia: Culture and Organizational Behavior
• Organizational Behavior Modification
• Management Handbook: Organizational Behavior Principles
• Emirates National Oil Company’s Organizational Behavior
• Management Organization Behavior as a Study Course
• Organizational Behaviour: Depression in the Workplace
• Organizational Behavior’ Understanding Importance
• Organizational Behaviour Role in Management
• Organizational Behavior Concepts in the Criminal Justice
• Adapt of Texas: Leadership and Organizational Behavior
• Influence of Disciplines on Organizational Behavior
• Organizational Behavior of Best Buy Electronics
• Ancol Pty Ltd Management Issues
• U.S. Marines Organizational Behavior
• Organizational Behaviour: Work in the Call Centres
• Organizational Behavior in Insurance Marketing Group
• The Role of Organizational Behavior in Management
• Leadership Effect on the Organizational Behavior
• The Social Scientific Study of Leadership: Quo Vadis? Article Analysis
• Motivation and Organizational Behaviour
• Team Work and Management
• Organizational Behavior Investigation
• Organizational Behavior: Total Quality Management
• Organizational Behavior: Building Effective Internal Relations
• Cultural Aspects of Systemic Change Management (Organization Behavior)
• The Role Leaders Play in an Organization – Organizational Behavior on the Pacific Rim Focus
• Organizational Behavior in “Ogilvy and Mather”
• Managing People and Organization Part of Organization Behavior
• Organizational Behavior: Real Research for Real Managers
• Organizational Behavior, Motivation and Conflict Management
• Airline SOP’s, Organizational Culture and Behavior
• Organizational Behavior and Management
• Venus Inc. Organizational Behavior
• Management and Organizational Behavior: Gimco
• Significance of Organizational Behavior
• Running Head: Organizational Behavior
• Organizational Behavior: American Brass and Bradley Metal
• Organizational Behavior: the Family, College Class, and Organization
• Organization Behavior in Gagne& Deci
• Organizational Behavior: Family/Work Conflict
• Organization Behavior: Steelhead Police Department
• Organizational Behavior and the Individual
• Management and Organizational Behavior
• Organizational Behaviour: The New Sales Commission and Datasil Inc
• The Factors of Diversity in Organizational Behavior
• Organizational Behavior: Human Behavior at Work
• Organizational Behavior in Health Care
• Organizational Behavior & Leadership
• Management and Organization Behavior
• Concept of Organizational Behavior
• Human Behavior in Companies: When the Organizational Behavior Leaves Much to Be Desired
• Organizational Behavior Management at the Travelers Companies, Inc.
• Organizational Behavior Concept as a Management Tool
• When Organizational Behavior Needs Changes
• Organizational Behavior Analysis Outline
• Globe Limited Model of Organizational Behavior
• Developing Prerequisite Behaviors Within an Organization
• Organizational Behavior for Manager
• Organizational Behavior and Concepts
• Organizational Behavior Forces
• Concepts of Organizational Theory and Behavior
• Evaluation of the Relevance of Organizational Behavior as a Management
• Concepts of Culture and Behavior in an Organization
• Organizational Behaviour: Leading Human Resources
• What Are the Four Types of Organizational Behavior?
• Can Organizational Behavior Explain the Export Intention of Firms?
• What Is Organizational Behavior and Why Is It Important?
• What Is Organizational Behavior Example?
• How Does Organizational Behavior Influence Firm Size?
• What Are the Three Levels of Organizational Behavior?
• What Are the Benefits of Organizational Behavior?
• Why Is Organizational Behavior Important to Managers?
• What Are the Principles of Organizational Behavior?
• What Are the Factors Affecting Organizational Behavior?
• How Is Organizational Behavior Used in the Workplace?
• What Are the Focus and Goals of Organizational Behavior?
• What Is MBA in Organizational Behavior?
• How Can Organizational Behavior Lead To Success?
• How Globalization Has Changed Organizational Behavior?
• How Do Internal and External Forces Affect Organizational Behavior?
• How Can Organizational Behavior Be Improved?
• How Organizational Behavior Impacts Health Care?
• What Is the Most Important Aspect of Organizational Behavior?
• What Are the Limitations of Organizational Behavior?
• What Is Scope of Organisational Behaviour?
• What Are the Three Determinants of Organizational Behavior?
• How Organizational Behavior Can Turn a Person Into an Effective Manager?
• Why Should Every Manager Study the Discipline of Organizational Behavior?
• What Is the Role of Organizational Behavior in the New Organizational Era?
• What Is the Difference between Organizational Behavior and Management?
• What Are the International Dimensions of Organizational Behavior?
• What Links Strategies of Control and Organizational Behavior?
• What Is the the Essential Impact of Context on Organizational Behavior?
• What Are the New Directions in Organizational Behavior Nowadays?
• Human Behavior Research Topics
• Leadership Concept Essay Titles
• Management Styles Essay Titles
• Organizational Leadership Essay Topics
• Personal Ethics Titles
• Social Responsibility Topics
• Team Management Paper Topics
• Moral Development Essay Topics
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200 Organizational Behavior Topics

Looking for some top-notch organizational behavior topics? Organizational behavior studies how individuals and groups interact, make decisions, and contribute to the overall dynamics of workplaces. To learn more details, have a look at our organizational behavior research topics and find the best one for your paper or presentation!

🗂️ TOP 7 Organizational Behavior Topics

🏆 best organizational behavior essay topics, 👍 catchy organizational behavior research topics, 🎓 interesting organizational behavior topics, 🖥️ organizational behavior topics for presentation, 🌶️ organizational behavior topics for research paper, 💡 simple organizational behavior topics, 📌 easy organizational behavior topics for presentation, ❓ more organizational behavior topics ideas.

• Apple Organizational Behavior, Structure, & Culture
• Organizational Behavior in the “Up in the Air” Film
• Organizational Behavior in a Criminal Justice Agency
• Informal Group’s Effect on Organizational Behavior
• Organizational Behavior on Lack of Motivation
• Social Sciences and Organizational Behavior
• Enron Scandal: Financial Fraud and Organizational Behavior
• Organizational Behavior in the Nursing Settings The purpose of this paper is to analyze the leadership approach designed to manage the issues associated with organizational behavior in the nursing setting.
• Organizational and Consumer’s Buying Behavior This topic tries to discuss the differences between the consumers and organizations buying behavior as well as similarities. It’s important that the differences are fully understood.
• The Concept of Organizational Behavior The concept of organizational behavior has been studied for several decades as theorists try to establish the link between individual behaviors and the performance of corporations.
• Management Structure and Organizational Behaviour The organizational structure affects how people and groups behave in an organization. It endows with a framework that shapes the attitudes, behaviors, and performance of the employees.
• Organizational Behavior. Leadership and Self-Assessment The internal character of a leader can be measured through testing, and this can pave way for self-development.
• Organizational Behavior Terminology and Concepts Organizational behavior can be defined as the study of human behavior in an organization; in addition, success of an organization depends greatly on the people.
• Organization Behavior, Its History and Theories Organizational behavior is the application of human actions to other elements of an organization including social system, structure, and technology.
• Organizational Behavior. Emotion and Personality The articles under analysis discuss the question of emotional intelligence and its impact on leadership skills and strategies.
• Chrysler Company’s Organizational Behavior Changing an organization’s culture has never been an easy task since it entails behavior transformation. In this paper, the organizational culture of Chrysler will be analyzed in various aspects.
• A Positive Organizational Behavior in Organization Any organization should strive to have a positive organizational behavior not only to avoid conflicts but to also enhance harmony among its stakeholders.
• Organizational Behavior in “Willy Wonka and the Chocolate Factory” Movie The analysis and interpretation of the “Willy Wonka and the Chocolate Factory” movie are likely to provide essential insights into the core of organizational behavior (OB).
• Change Management and Management of Organizational Behavior Organizational changes and behavioral patterns are important aspects of management. The ability to make people feel different can be attributed to modern business operations.
• Relations Between Organizational Structures and Behavior Researching organizational behavior helps employers obtain an insight into covert patterns of their employees’ performance at work.
• Organizational Behavior Trends and Decision-Making Decision making in modern organizations should be based on moral and ethical principles followed by employees and management staff.
• Apple Inc.’s Organizational Behavior Management Apple Inc. requires a self-directed work team in order to continue holding the top position as the worlds’ largest producer of electronics.
• The Link Between Organizational Behavior and Change Management This article analyzes the difficulties faced by International Power Global Developments and provides recommendations for overcoming them.
• Organizational Behaviour Analysis and Evaluation Organisational behaviour study is a discipline that is gaining more and more important because organisations are becoming larger and more complex now than ever before.
• Pursuing Criminal Justice Through Effective Organizational Behavior Organization Behavior should be emphasized within criminal justice organizations because it is linked to how cultures are created.
• Budgeting Impact on Organizational Behavior This paper seeks to discuss how budgeting can impact organizational behavior. This paper explores how the impact can be both positive and negative.
• Role of Communication in Organizational Behavior The most important factor in organizational behavior is communication. Many successes and failures can be attributed to communication.
• Kirloskar India Limited: Organizational Behaviour Organizational behaviour refers to the study of how people interact within an organization. In this case, the chosen company is situated in India and is known as Kirloskar India Limited.
• The Role of Human Resource Management in an Organization Management is the activity of administering an organization. It includes the formulation of the strategy for an organization.
• Organizational Behavior and Leadership – Donna Dubinsky and Apple Computer
• Good Business Plan About Organizational Behavior Action Plan
• How Organizational Behavior Will Make Me an Effective Manager
• The Organizational Behavior and the Loyalty of the Workers
• Safeway Incorporated and Organizational Behavior
• Social Environment and Decisions, Factors in Organizational Behavior of a Business School in Mexico
• Organizational Behavior and Barriers to Effective Communication Assignment
• Organizational Behavior and Its Importance in Managing a Business Organization
• The Realities and Challenges of Organizational Behavior
• What Are Effectiveness and Efficiency, and How Are They Related to Organizational Behavior
• Technology and Workplace Stress for Organizational Behavior Course
• Sleep and Organizational Behavior: Implications for Workplace Productivity and Safety
• Zappos Leadership and Organizational Behavior
• Organizational Behavior and Leadership of the 21st Century
• Why Should Every Manager Study the Discipline of Organizational Behavior?
• How Globalization Has Changed Organizational Behavior
• The Organizational Behavior Influences the Ethical Behavior
• Global Leadership and Organizational Behavior Effectiveness Project
• The Challenges and Problems Addressed by Organizational Behavior
• Interpersonal Communication Enhances Organizational Behavior and Increase
• Unethical Pro Organizational Behavior Is Accounting Fraud
• Reflection on Organizational Behavior Theories Organizational behavior knowledge is of utmost importance in the workplace since it provides an understanding of why people behave in a particular way.
• An Introduction to Organizational Behavior: Chapter Summary Bauer and Erdogan provided a number of descriptions of concepts that play an important role in defining a high-performance workplace where the needs of a worker can be considered.
• “A Few Good Man” by Rob Reiner: Organizational Behavior Regarding the film “A Few Good Man” by Rob Reiner, the following three deserve special attention: autocratic, support, and collegial model.
• Global Leadership and Organizational Behavior The article’s main theme relates the significance of global teams and how they play their part in this global business environment.
• Organizational Behavior Management in Health Care The anxieties of the health care occupation have triggered doctors to agree to take risk and view faults as inevitable and essential particularities of their job.
• Organizational Behavior: Theory X, Theory Y, and the Hawthorne Studies The paper discusses organizational behavior theories, such as McGregor’s Theory X and Y, and the original purpose of the Hawthorne Studies.
• Organizational Behavior Business: HR Dilemma HR’s Daily Dilemma: Between Management and Staff. HR should operate on equal footing with both management and employees.
• Leadership in Organizational Behavior Organizational Behavior (OB) is basically the study of how individuals and people groups act in a given organization.
• New Castle Hotels’ Leadership and Organizational Behavior This assignment gives information about the subject of organizational behavior, high employee turnover, and discusses the cause of high attrition faced by New Castle Hotels.
• Managing Organizational Behavior: Group Decision-Making Group decision-making can improve the quality of decisions, provide a variety of perspectives, and assist in developing the skills of the members.
• Organizational Behaviour Overview: National Iranian Oil Company The organization should have general objectives set to be attained by everyone and the Management should carefully manage them so as to be productive.
• Leadership and Organizational Behavior: U.S. and India In this paper, we will discuss the communication differences between U.S. and India, analyze the cultural and workforce differences, and would devise a strategy to deal with HRM issues.
• Organizational Behavior in the Workplace Organizational behavior impacts the functioning of all organizations. It suggests several effective approaches to attain improved decision-making.
• Organizational Behavior Aspects and Leadership Style For an effective business, leaders should ensure they have orchestrated teams that are focused and responsive to the needs of an organization.
• Organizational Behavior in the “Troy” Film The study examines theories of motivation and leadership and their implementation in the film “Troy” because the plot of the picture is based on the war between two large armies.
• Organizational Behavior: Principles, Models and Theories Organizational behavior analysis is very important in explaining how people interact and relate within a given social setting.
• Conflict Resolution Strategies and Organizational Behavior The phenomenon of organizational conflict and its impact on the performance of organizations has generated increasing attention from organizational scholars.
• Employee Motivation and Organizational Behavior The paper discusses the influence of employee motivation and relevant appraisal techniques on organizational behavior. It implies using a qualitative design.
• Organizational Behavior and Culture for Employees Culture directly affects the climate of an organization, as both factors are part of the interaction of employees in the workspace.
• Organizational Citizenship Behavior at Work Organizational citizenship behavior defines workers’ voluntary and optional practices that encourage effectiveness.
• The Aspects of Organizational Behavior The paper discusses the aspects of organizational behavior. It studies how people behave and interact with others in a working environment.
• Organizational Behavior: Definition and Structure For any employee, manager, entrepreneur, and administrator working in the field of business, understanding organizational behavior is essential.
• Global Financial Crisis: Organizational Behaviour and Analysis Reports on the global financial crisis seem to associate psychopathic leadership with the financial losses experienced by firms during the world economic crunch.
• The Impact of Organizational Culture on Employee Performance.
• Effective Leadership Styles in Modern Organizations.
• Motivating Factors in the Workplace: Beyond Monetary Incentives.
• Emotional Intelligence and its Role in Organizational Behavior.
• Diversity and Inclusion: Enhancing Team Dynamics.
• Conflict Management Strategies in Multicultural Teams.
• Communication Skills for Effective Organizational Collaboration.
• The Psychology of Employee Engagement and Job Satisfaction.
• The Role of Ethics in Shaping Organizational Behavior.
• Adapting to Change: Navigating Organizational Transitions.
• Power and Influence in Organizational Hierarchies.
• Team Building: Strategies for Cohesive and Productive Teams.
• Work-Life Balance and its Impact on Employee Well-Being.
• Organizational Citizenship Behavior: Going Beyond Job Roles.
• The Science of Decision-Making in Organizational Settings.
• Emotional Labor and its Implications for Employee Burnout.
• Managing Stress in High-Pressure Work Environments.
• Organizational Justice: Fairness and Equity in the Workplace.
• Organizational Learning: Continuous Improvement and Innovation.
• Cross-Cultural Communication Challenges in Global Organizations.
• Organizational Behavior and the Digital Transformation Era.
• Gender Dynamics and Women in Leadership Roles.
• Authentic Leadership: Building Trust and Credibility.
• Psychological Contracts and Employee Commitment.
• Employee Empowerment and Autonomy in Decision-Making.
• Organizational Politics: Navigating Power Struggles.
• Technology’s Influence on Remote Work and Virtual Teams.
• Employee Resilience and Adaptability in Uncertain Times.
• Employee Turnover: Causes, Costs, and Strategies for Retention.
• The Psychology of Organizational Creativity and Innovation.
• Company’s Organizational Behavior in COVID-19 Outbreak Today successfully managing a company is as challenging as ever during a COVID-19 outbreak with no clear perspective.
• Organizational Justice Effect on Organizational Citizenship Behavior Observance of organizational justice is necessary to protect the labor rights, interests and health of employees, which is primarily the key to the prosperity of the organization itself.
• Organizational Behavior Analysis: Japanese Soccer School Kurt Lewin’s theory of change is a framework most often used to describe and plan organizational change due to its relative simplicity, intuitive nature, and ease of use.
• International Power Company’s Organizational Behavior and Change Management The culture at International Power is very strong; they believe in constant changes and keeping up with the international standards.
• Organizational Behavior and Motivation in Hurricane Response This article examines methods that could be used to manage the aftermath of the Katrina disaster by some theorists in the field of creating mechanisms to regulate human behavior.
• Organizational Behavior Practical Application Field Organizational behavior is a science that studies the behavior of people in organizations aiming to use this knowledge to improve the efficiency of a person’s labor activity.
• Organizational Behavior Motivation of Employees The issue of motivating employees is an extremely crucial undertaking of the management in an organization as it is vital towards achieving high performance.
• Palm Inc.’s Organizational Behavior Diagnostics In this study, a model for diagnosing organizational behavior is presented. This model provides how Palm Inc. has been doing in terms of its performance.
• John Mackey: Organizational Behavior Mackey is highly intelligent emotionally and that is why he is successful in his position. Mackey best presents a democratic leadership model.
• Organizational Behavior and Motivation Scheme of an Employee The subject of the present study is the way organizational behavior is influenced by the issue of payment and what role payment plays in the whole motivation scheme of an employee.
• Organization Behavior Within a Criminal Justice Setting Workers’ behavior, performance and attitude otherwise organization behavior highly determines the efficiency and the effectiveness of an organization.
• The Pseudo-Wire Company: Organizational Behavior With the empirical evidence of The Pseudo-Wire Company (PWC), this paper would analyze the organizational culture of the company and argue where it is supportive to the goals of the Company and where not.
• Organizational Behavior and Criminal Organizations Many criminal justice agencies are trying to reinvent themselves so as to improve efficiency and effectiveness. Doing so often requires that the organizational culture change.
• Organizational Behavior: Term Definition This paper discusses the ethical issues in an organization, the individual influences that impact ethical behaviors, and how organizations can influence ethical behavior in employees.
• Leadership and its Role in the Organizational Behavior The role of the leadership on the workplace is impossible to overvalue, as the whole organizational process is influenced by the leader’s attitude
• Organizational Behavior. Job Design Around Groups Job design aims to satisfy the requirements of the organization for productivity, operational deficiency and quality of product or service, and the need of the individual interest.
• AAR Corporation’s Organizational Environment & Behavior This paper will study the AAR Company’s organizational environment to analyze the issues that the firm is currently experiencing and define the course of further improvements.
• Antecedents of Organizational Citizenship Behavior Article Review In the present paper, the contents and the main sections of the selected study will be discussed, and the implications of its findings will be identified.
• Organizational Behavior: Managing Employees The existing approach to management presupposes that a specialist responsible for the growth should be ready to evaluate all essentials and introduce appropriate strategies to success.
• Organizational Behavior Business Write-Up Plan A pay-for-performance plan allows employees to increase their remuneration that depends on their performance, thus providing motivation and enhancing a company’s profits.
• Organizational Behavior and Human Resource Management Customer relationship management is a concept that, when applied properly, creates value for all stakeholders, including both suppliers and customers.
• Organizational Culture and Behavior This paper discusses the process of adopting assimilation strategies and describes developing an organizational culture in an organization.
• Organizational Behavior on the Pacific Rim Focus The paper discusses the impact that an organization’s structure has on its performance, power distribution and the general operation of issues.
• Organizational Behavior: Issues of Personnel Management Human resources management is one role of managers; it is concerned with people at work and their relationship with their employer.
• Organizational Behavior Practices: Positive Change To facilitate growth, every organization has to undergo the process of change at some point. Changes could be aimed to accommodate the employees to a different working format.
• Leadership and Organizational Behavior This paper assumes this connection to be true, tries to develop two viable structures for a given organization. The organization we intend to study is Procter and Gamble (P&G).
• Organizational Behavior and Human Resources Management
• Internal and External Forces That Impact Organizational Behavior
• International Human Resource Management and Organizational Behavior
• The Role and Future of Globe Global Leadership and Organizational Behavior
• Human Resource Management and Efforts to Create or Promote Positive Organizational Behavior
• How Internal and External Forces Affect Organizational Behavior
• Organizational Behavior Analysis for McDonald’s
• Organizational Behavior and Communication in the Walt Disney Company
• The Organizational Behavior Problem at a Public Elementary School
• Organizational Behavior and Contemporary Strategy Analysis
• Health and the Focal Organizational Behavior
• Factors That Influence and Shape Organizational Behavior
• Organizational Behavior and Its Value Add to Business
• Vicarious Learning: The Influence of Modeling on Organizational Behavior
• Healthcare Organizational Behavior and Design
• How Does Opportunistic Behavior Influence Firm Size? An Evolutionary Approach to Organizational Behavior
• Harvard Business School Chooses Sapient as an Example of Excellence in Leadership and Organizational Behavior
• Workers Morale and Organizational Behavior Management
• Xerox: Leadership and Organizational Behavior in Action
• Organizational Behavior and Its Effect on the Employees
• Key Concepts and Terms of Organizational Behavior
• Concepts and Terms Used in the Study of Organizational Behavior
• Organizational Behavior and Criminal Justice Agencies Assignment
• Organizational Behavior and Customer Satisfaction
• Organizational Behavior Across Cultures
• Leadership and Organizational Behavior Allstate Insurance Company
• Understanding Organizational Behavior and the Workplace
• Internal and External Challenges to Organizational Behavior Creative Writing
• Organizational Behavior and Human Decision Processes
• Teamwork, Stress and Organizational Behavior
• Information Technology and Modelisation of Organizational Behavior
• Organizational Behavior and Its Impact on Human Behavior
• The Organizational Behavior and Structuring on Hickling
• Customer Satisfaction and Organizational Behavior
• Effective Management and Organizational Behavior
• Organizational Behavior and Its Effect on Work Performance
• Employee Motivation and Organizational Behavior
• Organizational Behavior and Group Dynamics
• Roadhouse Film, Management, and Organizational Behavior
• Coolburst Organizational Behavior Analysis
• The Connection Between Organizational Behavior and Facility Management
• Organizational Behavior and Globalization
• The Work Culture and Methods of Organizational Behavior
• General Electric and How They Espouse Organizational Behavior Concepts
• Organizational Behavior and Ethics: An Evaluation of Microsoft
• Leaders and Leadership: Understanding and Managing Organizational Behavior
• What Are the Principles of Organizational Behavior?
• What Is the Difference Between Organizational Psychology and Organizational Behavior?
• Why Are There Few Absolutes in Organizational Behavior?
• What Are the Emerging Issues in Organizational Behaviour?
• Why Is Organizational Behavior a Multidisciplinary Subject?
• What Is the Perception Process in Organizational Behavior?
• Is Organizational Behavior a Key to an Organization’s Success?
• What Are Effectiveness and Efficiency, and How Are They Related to Organizational Behavior?
• What Are the Differences and Similarities Between Management and Organizational Behavior?
• How Does Narcissism Affect Organizational Behavior?
• What Is a Managerial Perspective on Organizational Behavior?
• What Are the Foundational Texts in the Organizational Behavior Field?
• What Are the Core Topics of Organizational Behavior?
• What Is the Role of Ethics in Organizational Behavior?
• How Is Organizational Behavior Related to Finance?
• What Is the Relationship Between Organizational Behavior and Hrm?
• How Is Emotional Labor Important to Organizational Behavior?
• How Does Organizational Structure Affects Organizational Behavior?
• Can Organizational Behavior Explain the Export Intention of Firms?
• What Is Servant Leadership Theory in Organizational Behavior?
• Why the Subject Organizational Behavior Might Be Criticized as Being Only Common Sense?
• How Internal and External Forces Affect Organizational Behavior?
• How Organizational Behavior Impacts Health Care?
• What Is the Terminology and Concepts of Organizational Behavior?

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StudyCorgi. (2021, September 9). 200 Organizational Behavior Topics. https://studycorgi.com/ideas/organizational-behavior-essay-topics/

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5 Organizational Behavior Research Topics

• Published February 26, 2019
• Last Updated March 24, 2023

Find Your Degree!

Topics for Master’s in Organizational Behavior Research

• Artificial Intelligence and Reducing Bias
• Effective Use of Contractors
• Office Design and Productivity
• Globalization and Corporate Culture
• Ethics and Corporate Social Responsibility

Organizational behavior is best defined as the study of human behavior in the workplace.  Organizational behavior is closely related to human resources management and industrial-organizational psychology.   Pursuing a Master’s in Organization Behavior usually requires a thesis.  A thesis is an extended piece of original research on an important topic in the field.

The best organizational behavior research topics are sufficiently narrow.  A narrow focus is important so that one can feasibly read the majority of existing research on the topic.  Then they can build on that to create an original contribution. Writing about the generic qualities of a good leader is too broad of a topic to tackle.  Instead, a narrower focus might be on the factors accounting for the success of three leaders in small manufacturing firms in a single industry. Here are five research topics in organizational behavior to consider.

Related Resource:   50 Most Affordable Master’s in Organizational Behavior Degree Programs

1. Artificial Intelligence and Reducing Bias

Bias in recruitment and promotion is seen as increasingly problematic for companies. According to a recent article in Forbes , more companies are turning to AI.  Artificial intelligence has the potential to reduce bias and increase diversity within an organization.  Within this exciting new field, there are plenty of unique organizational topics .  Organizational behavior essay topics might include:

• case studies of implementation in individual companies
• analysis of specific technologies
• meta-studies examining the existing literature in the field

2. Effective Use of Contractors

A growing number of tasks are being outsourced to contractors.  An organization’s overall productivity depends on the effective use of contractors and freelancers working alongside permanent staff. Under this rubric, organizational behavior research paper topics might include the study of contractors in a specific organization or an investigation of how multiple companies in a single industry use contractors in an attempt to understand best practices. Other topics in organizational behavior might include:

• The role of contractors in different organizational structures
• The impact of contractors on organizational behavior in the workplace
• The challenges of contract workers in a global business environment
• Does organizational structure influence the productivity of contract workers?

Related Resource:  What is Workforce Diversity?

3. Office Design and Productivity

There is much enthusiasm for open offices and other forms of innovative workspace design.  It is important to analyze how design factors impact productivity. Organizational behavior topics might include:

• An ethnographic study by closely observing workers in a particular setting and documenting how their environment affects their workflow and interactions with colleagues
• A comparison of similar companies that have different physical workspace designs

4. Globalization and Corporate Culture

Globalization and cultural diversity present ongoing challenges in organizational behavior and many potential areas of investigation. One could compare and contrast how cultural differences affect employee behavior in two similar organizations in different countries.  One could also study how staff from one culture need to learn how to interact with members of a different culture. Other OB research topics could include:

• The ways effective behaviors from other cultures could improve productivity in American firms
• The effects of organizational culture change in a global business environment
• Employee mental health in international business
• Organizational change and development strategies used in global business
• The different ways globalization has changed organizational behavior

5. Ethics and Corporate Social Responsibility

One trending topic in organizational behavior is how corporate ethics and social responsibility can help:

• attract the right employees
• retain and promote the right employees
• improve the morale of employees

Another related topic is the use of the behavioral concept of the “nudge” to create more ethical behavior.

Other organizational development topics include:

• an investigation of fair treatment of a diverse workforce
• environmentally responsible practices
• the impact of ethical leadership in criminal justice agencies on officer behavior

The right choice of a topic can enhance one’s career opportunities.  A quality piece of writing can attract the interest of potential employers. Publishing a revised thesis in a journal or expanding it into a book signals expertise.  This can make a potential employee stand out from a crowd of applicants. Overall, one’s research project for a Master’s in Organizational Behavior can have a positive effect on obtaining jobs or promotions.

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Article contents

Organizational behavior.

• Neal M. Ashkanasy Neal M. Ashkanasy University of Queensland
•  and  Alana D. Dorris Alana D. Dorris University of Queensland
• https://doi.org/10.1093/acrefore/9780190236557.013.23
• Published online: 29 March 2017

Organizational behavior (OB) is a discipline that includes principles from psychology, sociology, and anthropology. Its focus is on understanding how people behave in organizational work environments. Broadly speaking, OB covers three main levels of analysis: micro (individuals), meso (groups), and macro (the organization). Topics at the micro level include managing the diverse workforce; effects of individual differences in attitudes; job satisfaction and engagement, including their implications for performance and management; personality, including the effects of different cultures; perception and its effects on decision-making; employee values; emotions, including emotional intelligence, emotional labor, and the effects of positive and negative affect on decision-making and creativity (including common biases and errors in decision-making); and motivation, including the effects of rewards and goal-setting and implications for management. Topics at the meso level of analysis include group decision-making; managing work teams for optimum performance (including maximizing team performance and communication); managing team conflict (including the effects of task and relationship conflict on team effectiveness); team climate and group emotional tone; power, organizational politics, and ethical decision-making; and leadership, including leadership development and leadership effectiveness. At the organizational level, topics include organizational design and its effect on organizational performance; affective events theory and the physical environment; organizational culture and climate; and organizational change.

• organizational psychology
• organizational sociology
• organizational anthropology

Introduction

Organizational behavior (OB) is the study of how people behave in organizational work environments. More specifically, Robbins, Judge, Millett, and Boyle ( 2014 , p. 8) describe it as “[a] field of study that investigates the impact that individual groups and structure have on behavior within organizations, for the purposes of applying such knowledge towards improving an organization’s effectiveness.” The OB field looks at the specific context of the work environment in terms of human attitudes, cognition, and behavior, and it embodies contributions from psychology, social psychology, sociology, and anthropology. The field is also rapidly evolving because of the demands of today’s fast-paced world, where technology has given rise to work-from-home employees, globalization, and an ageing workforce. Thus, while managers and OB researchers seek to help employees find a work-life balance, improve ethical behavior (Ardichivili, Mitchell, & Jondle, 2009 ), customer service, and people skills (see, e.g., Brady & Cronin, 2001 ), they must simultaneously deal with issues such as workforce diversity, work-life balance, and cultural differences.

The most widely accepted model of OB consists of three interrelated levels: (1) micro (the individual level), (2) meso (the group level), and (3) macro (the organizational level). The behavioral sciences that make up the OB field contribute an element to each of these levels. In particular, OB deals with the interactions that take place among the three levels and, in turn, addresses how to improve performance of the organization as a whole.

In order to study OB and apply it to the workplace, it is first necessary to understand its end goal. In particular, if the goal is organizational effectiveness, then these questions arise: What can be done to make an organization more effective? And what determines organizational effectiveness? To answer these questions, dependent variables that include attitudes and behaviors such as productivity, job satisfaction, job performance, turnover intentions, withdrawal, motivation, and workplace deviance are introduced. Moreover, each level—micro, meso, and macro—has implications for guiding managers in their efforts to create a healthier work climate to enable increased organizational performance that includes higher sales, profits, and return on investment (ROE).

The Micro (Individual) Level of Analysis

The micro or individual level of analysis has its roots in social and organizational psychology. In this article, six central topics are identified and discussed: (1) diversity; (2) attitudes and job satisfaction; (3) personality and values; (4) emotions and moods; (5) perception and individual decision-making; and (6) motivation.

An obvious but oft-forgotten element at the individual level of OB is the diverse workforce. It is easy to recognize how different each employee is in terms of personal characteristics like age, skin color, nationality, ethnicity, and gender. Other, less biological characteristics include tenure, religion, sexual orientation, and gender identity. In the Australian context, while the Commonwealth Disability Discrimination Act of 1992 helped to increase participation of people with disabilities working in organizations, discrimination and exclusion still continue to inhibit equality (Feather & Boeckmann, 2007 ). In Western societies like Australia and the United States, however, antidiscrimination legislation is now addressing issues associated with an ageing workforce.

In terms of gender, there continues to be significant discrimination against female employees. Males have traditionally had much higher participation in the workforce, with only a significant increase in the female workforce beginning in the mid-1980s. Additionally, according to Ostroff and Atwater’s ( 2003 ) study of engineering managers, female managers earn a significantly lower salary than their male counterparts, especially when they are supervising mostly other females.

Job Satisfaction and Job Engagement

Job satisfaction is an attitudinal variable that comes about when an employee evaluates all the components of her or his job, which include affective, cognitive, and behavioral aspects (Weiss, 2002 ). Increased job satisfaction is associated with increased job performance, organizational citizenship behaviors (OCBs), and reduced turnover intentions (Wilkin, 2012 ). Moreover, traditional workers nowadays are frequently replaced by contingent workers in order to reduce costs and work in a nonsystematic manner. According to Wilkin’s ( 2012 ) findings, however, contingent workers as a group are less satisfied with their jobs than permanent employees are.

Job engagement concerns the degree of involvement that an employee experiences on the job (Kahn, 1990 ). It describes the degree to which an employee identifies with their job and considers their performance in that job important; it also determines that employee’s level of participation within their workplace. Britt, Dickinson, Greene-Shortridge, and McKibbin ( 2007 ) describe the two extremes of job satisfaction and employee engagement: a feeling of responsibility and commitment to superior job performance versus a feeling of disengagement leading to the employee wanting to withdraw or disconnect from work. The first scenario is also related to organizational commitment, the level of identification an employee has with an organization and its goals. Employees with high organizational commitment, job satisfaction, and employee engagement tend to perceive that their organization values their contribution and contributes to their wellbeing.

Personality represents a person’s enduring traits. The key here is the concept of enduring . The most widely adopted model of personality is the so-called Big Five (Costa & McCrae, 1992 ): extraversion, agreeableness, conscientiousness, emotional stability, and openness. Employees high in conscientiousness tend to have higher levels of job knowledge, probably because they invest more into learning about their role. Those higher in emotional stability tend to have higher levels of job satisfaction and lower levels of stress, most likely because of their positive and opportunistic outlooks. Agreeableness, similarly, is associated with being better liked and may lead to higher employee performance and decreased levels of deviant behavior.

Although the personality traits in the Big Five have been shown to relate to organizational behavior, organizational performance, career success (Judge, Higgins, Thoresen, & Barrick, 2006 ), and other personality traits are also relevant to the field. Examples include positive self-evaluation, self-monitoring (the degree to which an individual is aware of comparisons with others), Machiavellianism (the degree to which a person is practical, maintains emotional distance, and believes the end will justify the means), narcissism (having a grandiose sense of self-importance and entitlement), risk-taking, proactive personality, and type A personality. In particular, those who like themselves and are grounded in their belief that they are capable human beings are more likely to perform better because they have fewer self-doubts that may impede goal achievements. Individuals high in Machiavellianism may need a certain environment in order to succeed, such as a job that requires negotiation skills and offers significant rewards, although their inclination to engage in political behavior can sometimes limit their potential. Employees who are high on narcissism may wreak organizational havoc by manipulating subordinates and harming the overall business because of their over-inflated perceptions of self. Higher levels of self-monitoring often lead to better performance but they may cause lower commitment to the organization. Risk-taking can be positive or negative; it may be great for someone who thrives on rapid decision-making, but it may prove stressful for someone who likes to weigh pros and cons carefully before making decisions. Type A individuals may achieve high performance but may risk doing so in a way that causes stress and conflict. Proactive personality, on the other hand, is usually associated with positive organizational performance.

Employee Values

Personal value systems are behind each employee’s attitudes and personality. Each employee enters an organization with an already established set of beliefs about what should be and what should not be. Today, researchers realize that personality and values are linked to organizations and organizational behavior. Years ago, only personality’s relation to organizations was of concern, but now managers are more interested in an employee’s flexibility to adapt to organizational change and to remain high in organizational commitment. Holland’s ( 1973 ) theory of personality-job fit describes six personality types (realistic, investigative, social, conventional, enterprising, and artistic) and theorizes that job satisfaction and turnover are determined by how well a person matches her or his personality to a job. In addition to person-job (P-J) fit, researchers have also argued for person-organization (P-O) fit, whereby employees desire to be a part of and are selected by an organization that matches their values. The Big Five would suggest, for example, that extraverted employees would desire to be in team environments; agreeable people would align well with supportive organizational cultures rather than more aggressive ones; and people high on openness would fit better in organizations that emphasize creativity and innovation (Anderson, Spataro, & Flynn, 2008 ).

Individual Differences, Affect, and Emotion

Personality predisposes people to have certain moods (feelings that tend to be less intense but longer lasting than emotions) and emotions (intense feelings directed at someone or something). In particular, personalities with extraversion and emotional stability partially determine an individual predisposition to experience emotion more or less intensely.

Affect is also related as describing the positive and negative feelings that people experience (Ashkanasy, 2003 ). Moreover, emotions, mood, and affect interrelate; a bad mood, for instance, can lead individuals to experience a negative emotion. Emotions are action-oriented while moods tend to be more cognitive. This is because emotions are caused by a specific event that might only last a few seconds, while moods are general and can last for hours or even days. One of the sources of emotions is personality. Dispositional or trait affects correlate, on the one hand, with personality and are what make an individual more likely to respond to a situation in a predictable way (Watson & Tellegen, 1985 ). Moreover, like personality, affective traits have proven to be stable over time and across settings (Diener, Larsen, Levine, & Emmons, 1985 ; Watson, 1988 ; Watson & Tellegen, 1985 ; Watson & Walker, 1996 ). State affect, on the other hand, is similar to mood and represents how an individual feels in the moment.

The Role of Affect in Organizational Behavior

For many years, affect and emotions were ignored in the field of OB despite being fundamental factors underlying employee behavior (Ashforth & Humphrey, 1995 ). OB researchers traditionally focused on solely decreasing the effects of strong negative emotions that were seen to impede individual, group, and organizational level productivity. More recent theories of OB focus, however, on affect, which is seen to have positive, as well as negative, effects on behavior, described by Barsade, Brief, and Spataro ( 2003 , p. 3) as the “affective revolution.” In particular, scholars now understand that emotions can be measured objectively and be observed through nonverbal displays such as facial expression and gestures, verbal displays, fMRI, and hormone levels (Ashkanasy, 2003 ; Rashotte, 2002 ).

Fritz, Sonnentag, Spector, and McInroe ( 2010 ) focus on the importance of stress recovery in affective experiences. In fact, an individual employee’s affective state is critical to OB, and today more attention is being focused on discrete affective states. Emotions like fear and sadness may be related to counterproductive work behaviors (Judge et al., 2006 ). Stress recovery is another factor that is essential for more positive moods leading to positive organizational outcomes. In a study, Fritz et al. ( 2010 ) looked at levels of psychological detachment of employees on weekends away from the workplace and how it was associated with higher wellbeing and affect.

Emotional Intelligence and Emotional Labor

Ashkanasy and Daus ( 2002 ) suggest that emotional intelligence is distinct but positively related to other types of intelligence like IQ. It is defined by Mayer and Salovey ( 1997 ) as the ability to perceive, assimilate, understand, and manage emotion in the self and others. As such, it is an individual difference and develops over a lifetime, but it can be improved with training. Boyatzis and McKee ( 2005 ) describe emotional intelligence further as a form of adaptive resilience, insofar as employees high in emotional intelligence tend to engage in positive coping mechanisms and take a generally positive outlook toward challenging work situations.

Emotional labor occurs when an employee expresses her or his emotions in a way that is consistent with an organization’s display rules, and usually means that the employee engages in either surface or deep acting (Hochschild, 1983 ). This is because the emotions an employee is expressing as part of their role at work may be different from the emotions they are actually feeling (Ozcelik, 2013 ). Emotional labor has implications for an employee’s mental and physical health and wellbeing. Moreover, because of the discrepancy between felt emotions (how an employee actually feels) and displayed emotions or surface acting (what the organization requires the employee to emotionally display), surface acting has been linked to negative organizational outcomes such as heightened emotional exhaustion and reduced commitment (Erickson & Wharton, 1997 ; Brotheridge & Grandey, 2002 ; Grandey, 2003 ; Groth, Hennig-Thurau, & Walsh, 2009 ).

Affect and Organizational Decision-Making

Ashkanasy and Ashton-James ( 2008 ) make the case that the moods and emotions managers experience in response to positive or negative workplace situations affect outcomes and behavior not only at the individual level, but also in terms of strategic decision-making processes at the organizational level. These authors focus on affective events theory (Weiss & Cropanzano, 1996 ), which holds that organizational events trigger affective responses in organizational members, which in turn affect organizational attitudes, cognition, and behavior.

Perceptions and Behavior

Like personality, emotions, moods, and attitudes, perceptions also influence employees’ behaviors in the workplace. Perception is the way in which people organize and interpret sensory cues in order to give meaning to their surroundings. It can be influenced by time, work setting, social setting, other contextual factors such as time of day, time of year, temperature, a target’s clothing or appearance, as well as personal trait dispositions, attitudes, and value systems. In fact, a person’s behavior is based on her or his perception of reality—not necessarily the same as actual reality. Perception greatly influences individual decision-making because individuals base their behaviors on their perceptions of reality. In this regard, attribution theory (Martinko, 1995 ) outlines how individuals judge others and is our attempt to conclude whether a person’s behavior is internally or externally caused.

Decision-Making and the Role of Perception

Decision-making occurs as a reaction to a problem when the individual perceives there to be discrepancy between the current state of affairs and the state s/he desires. As such, decisions are the choices individuals make from a set of alternative courses of action. Each individual interprets information in her or his own way and decides which information is relevant to weigh pros and cons of each decision and its alternatives to come to her or his perception of the best outcome. In other words, each of our unique perceptual processes influences the final outcome (Janis & Mann, 1977 ).

Common Biases in Decision-Making

Although there is no perfect model for approaching decision-making, there are nonetheless many biases that individuals can make themselves aware of in order to maximize their outcomes. First, overconfidence bias is an inclination to overestimate the correctness of a decision. Those most likely to commit this error tend to be people with weak intellectual and interpersonal abilities. Anchoring bias occurs when individuals focus on the first information they receive, failing to adjust for information received subsequently. Marketers tend to use anchors in order to make impressions on clients quickly and project their brand names. Confirmation bias occurs when individuals only use facts that support their decisions while discounting all contrary views. Lastly, availability bias occurs when individuals base their judgments on information readily available. For example, a manager might rate an employee on a performance appraisal based on behavior in the past few days, rather than the past six months or year.

Errors in Decision-Making

Other errors in decision-making include hindsight bias and escalation of commitment . Hindsight bias is a tendency to believe, incorrectly, after an outcome of an event has already happened, that the decision-maker would have accurately predicted that same outcome. Furthermore, this bias, despite its prevalence, is especially insidious because it inhibits the ability to learn from the past and take responsibility for mistakes. Escalation of commitment is an inclination to continue with a chosen course of action instead of listening to negative feedback regarding that choice. When individuals feel responsible for their actions and those consequences, they escalate commitment probably because they have invested so much into making that particular decision. One solution to escalating commitment is to seek a source of clear, less distorted feedback (Staw, 1981 ).

The last but certainly not least important individual level topic is motivation. Like each of the topics discussed so far, a worker’s motivation is also influenced by individual differences and situational context. Motivation can be defined as the processes that explain a person’s intensity, direction, and persistence toward reaching a goal. Work motivation has often been viewed as the set of energetic forces that determine the form, direction, intensity, and duration of behavior (Latham & Pinder, 2005 ). Motivation can be further described as the persistence toward a goal. In fact many non-academics would probably describe it as the extent to which a person wants and tries to do well at a particular task (Mitchell, 1982 ).

Early theories of motivation began with Maslow’s ( 1943 ) hierarchy of needs theory, which holds that each person has five needs in hierarchical order: physiological, safety, social, esteem, and self-actualization. These constitute the “lower-order” needs, while social and esteem needs are “higher-order” needs. Self-esteem for instance underlies motivation from the time of childhood. Another early theory is McGregor’s ( 1960 ) X-Y theory of motivation: Theory X is the concept whereby individuals must be pushed to work; and theory Y is positive, embodying the assumption that employees naturally like work and responsibility and can exercise self-direction.

Herzberg subsequently proposed the “two-factor theory” that attitude toward work can determine whether an employee succeeds or fails. Herzberg ( 1966 ) relates intrinsic factors, like advancement in a job, recognition, praise, and responsibility to increased job satisfaction, while extrinsic factors like the organizational climate, relationship with supervisor, and salary relate to job dissatisfaction. In other words, the hygiene factors are associated with the work context while the motivators are associated with the intrinsic factors associated with job motivation.

Contemporary Theories of Motivation

Although traditional theories of motivation still appear in OB textbooks, there is unfortunately little empirical data to support their validity. More contemporary theories of motivation, with more acceptable research validity, include self-determination theory , which holds that people prefer to have control over their actions. If a task an individual enjoyed now feels like a chore, then this will undermine motivation. Higher self-determined motivation (or intrinsically determined motivation) is correlated with increased wellbeing, job satisfaction, commitment, and decreased burnout and turnover intent. In this regard, Fernet, Gagne, and Austin ( 2010 ) found that work motivation relates to reactions to interpersonal relationships at work and organizational burnout. Thus, by supporting work self-determination, managers can help facilitate adaptive employee organizational behaviors while decreasing turnover intention (Richer, Blanchard, & Vallerand, 2002 ).

Core self-evaluation (CSE) theory is a relatively new concept that relates to self-confidence in general, such that people with higher CSE tend to be more committed to goals (Bono & Colbert, 2005 ). These core self-evaluations also extend to interpersonal relationships, as well as employee creativity. Employees with higher CSE are more likely to trust coworkers, which may also contribute to increased motivation for goal attainment (Johnson, Kristof-Brown, van Vianen, de Pater, & Klein, 2003 ). In general, employees with positive CSE tend to be more intrinsically motivated, thus additionally playing a role in increasing employee creativity (Judge, Bono, Erez, & Locke, 2005 ). Finally, according to research by Amabile ( 1996 ), intrinsic motivation or self-determined goal attainment is critical in facilitating employee creativity.

Goal-Setting and Conservation of Resources

While self-determination theory and CSE focus on the reward system behind motivation and employee work behaviors, Locke and Latham’s ( 1990 ) goal-setting theory specifically addresses the impact that goal specificity, challenge, and feedback has on motivation and performance. These authors posit that our performance is increased when specific and difficult goals are set, rather than ambiguous and general goals. Goal-setting seems to be an important motivational tool, but it is important that the employee has had a chance to take part in the goal-setting process so they are more likely to attain their goals and perform highly.

Related to goal-setting is Hobfoll’s ( 1989 ) conservation of resources (COR) theory, which holds that people have a basic motivation to obtain, maintain, and protect what they value (i.e., their resources). Additionally there is a global application of goal-setting theory for each of the motivation theories. Not enough research has been conducted regarding the value of goal-setting in global contexts, however, and because of this, goal-setting is not recommended without consideration of cultural and work-related differences (Konopaske & Ivancevich, 2004 ).

Self-Efficacy and Motivation

Other motivational theories include self-efficacy theory, and reinforcement, equity, and expectancy theories. Self-efficacy or social cognitive or learning theory is an individual’s belief that s/he can perform a task (Bandura, 1977 ). This theory complements goal-setting theory in that self-efficacy is higher when a manager assigns a difficult task because employees attribute the manager’s behavior to him or her thinking that the employee is capable; the employee in turn feels more confident and capable.

Reinforcement theory (Skinner, 1938 ) counters goal-setting theory insofar as it is a behaviorist approach rather than cognitive and is based in the notion that reinforcement conditions behavior, or in other words focuses on external causes rather than the value an individual attributes to goals. Furthermore, this theory instead emphasizes the behavior itself rather than what precedes the behavior. Additionally, managers may use operant conditioning, a part of behaviorism, to reinforce people to act in a desired way.

Social-learning theory (Bandura, 1977 ) extends operant conditioning and also acknowledges the influence of observational learning and perception, and the fact that people can learn and retain information by paying attention, observing, and modeling the desired behavior.

Equity theory (Adams, 1963 ) looks at how employees compare themselves to others and how that affects their motivation and in turn their organizational behaviors. Employees who perceive inequity for instance, will either change how much effort they are putting in (their inputs), change or distort their perceptions (either of self or others in relation to work), change their outcomes, turnover, or choose a different referent (acknowledge performance in relation to another employee but find someone else they can be better than).

Last but not least, Vroom’s ( 1964 ) expectancy theory holds that individuals are motivated by the extent to which they can see that their effort is likely to result in valued outcomes. This theory has received strong support in empirical research (see Van Erde & Thierry, 1996 , for meta-analytic results). Like each of the preceding theories, expectancy theory has important implications that managers should consider. For instance, managers should communicate with employees to determine their preferences to know what rewards to offer subordinates to elicit motivation. Managers can also make sure to identify and communicate clearly the level of performance they desire from an employee, as well as to establish attainable goals with the employee and to be very clear and precise about how and when performance will be rewarded (Konopaske & Ivancevich, 2004 ).

The Meso (Group) Level of Analysis

The second level of OB research also emerges from social and organizational psychology and relates to groups or teams. Topics covered so far include individual differences: diversity, personality and emotions, values and attitudes, motivation, and decision-making. Thus, in this section, attention turns to how individuals come together to form groups and teams, and begins laying the foundation for understanding the dynamics of group and team behavior. Topics at this level also include communication, leadership, power and politics, and conflict.

A group consists of two or more individuals who come together to achieve a similar goal. Groups can be formal or informal. A formal group on the one hand is assigned by the organization’s management and is a component of the organization’s structure. An informal group on the other hand is not determined by the organization and often forms in response to a need for social contact. Teams are formal groups that come together to meet a specific group goal.

Although groups are thought to go through five stages of development (Tuckman, 1965 : forming, storming, norming, performing, and adjourning) and to transition to effectiveness at the halfway mark (Gersick, 1988 ), group effectiveness is in fact far more complex. For example, two types of conformity to group norms are possible: compliance (just going along with the group’s norms but not accepting them) and personal acceptance (when group members’ individual beliefs match group norms). Behavior in groups then falls into required behavior usually defined by the formal group and emergent behavior that grows out of interactions among group members (Champoux, 2011 ).

Group Decision-Making

Although many of the decisions made in organizations occur in groups and teams, such decisions are not necessarily optimal. Groups may have more complex knowledge and increased perspectives than individuals but may suffer from conformity pressures or domination by one or two members. Group decision-making has the potential to be affected by groupthink or group shift. In groupthink , group pressures to conform to the group norms deter the group from thinking of alternative courses of action (Janis & Mann, 1977 ). In the past, researchers attempted to explain the effects of group discussion on decision-making through the following approaches: group decision rules, interpersonal comparisons, and informational influence. Myers and Lamm ( 1976 ), however, present a conceptual schema comprised of interpersonal comparisons and informational influence approaches that focus on attitude development in a more social context. They found that their research is consistent with the group polarization hypothesis: The initial majority predicts the consensus outcome 90% of the time. The term group polarization was founded in Serge Moscovici and his colleagues’ literature (e.g., Moscovici & Zavalloni, 1969 ). Polarization refers to an increase in the extremity of the average response of the subject population.

In other words, the Myer and Lamm ( 1976 ) schema is based on the idea that four elements feed into one another: social motivation, cognitive foundation, attitude change, and action commitment. Social motivation (comparing self with others in order to be perceived favorably) feeds into cognitive foundation , which in turn feeds into attitude change and action commitment . Managers of organizations can help reduce the negative phenomena and increase the likelihood of functional groups by encouraging brainstorming or openly looking at alternatives in the process of decision-making such as the nominal group technique (which involves restricting interpersonal communication in order to encourage free thinking and proceeding to a decision in a formal and systematic fashion such as voting).

Elements of Team Performance

OB researchers typically focus on team performance and especially the factors that make teams most effective. Researchers (e.g., see De Dreu & Van Vianen, 2001 ) have organized the critical components of effective teams into three main categories: context, composition, and process. Context refers to the team’s physical and psychological environment, and in particular the factors that enable a climate of trust. Composition refers to the means whereby the abilities of each individual member can best be most effectively marshaled. Process is maximized when members have a common goal or are able to reflect and adjust the team plan (for reflexivity, see West, 1996 ).

Communication

In order to build high-performing work teams, communication is critical, especially if team conflict is to be minimized. Communication serves four main functions: control, motivation, emotional expression, and information (Scott & Mitchell, 1976 ). The communication process involves the transfer of meaning from a sender to a receiver through formal channels established by an organization and informal channels, created spontaneously and emerging out of individual choice. Communication can flow downward from managers to subordinates, upward from subordinates to managers, or between members of the same group. Meaning can be transferred from one person to another orally, through writing, or nonverbally through facial expressions and body movement. In fact, body movement and body language may complicate verbal communication and add ambiguity to the situation as does physical distance between team members.

High-performance teams tend to have some of the following characteristics: interpersonal trust, psychological and physical safety, openness to challenges and ideas, an ability to listen to other points of view, and an ability to share knowledge readily to reduce task ambiguity (Castka, Bamber, Sharp, & Belohoubek, 2001 ). Although the development of communication competence is essential for a work team to become high-performing, that communication competence is also influenced by gender, personality, ability, and emotional intelligence of the members. Ironically, it is the self-reliant team members who are often able to develop this communication competence. Although capable of working autonomously, self-reliant team members know when to ask for support from others and act interdependently.

Emotions also play a part in communicating a message or attitude to other team members. Emotional contagion, for instance, is a fascinating effect of emotions on nonverbal communication, and it is the subconscious process of sharing another person’s emotions by mimicking that team member’s nonverbal behavior (Hatfield, Cacioppo, & Rapson, 1993 ). Importantly, positive communication, expressions, and support of team members distinguished high-performing teams from low-performing ones (Bakker & Schaufeli, 2008 ).

Team Conflict

Because of member interdependence, teams are inclined to more conflict than individual workers. In particular, diversity in individual differences leads to conflict (Thomas, 1992 ; Wall & Callister, 1995 ; see also Cohen & Bailey, 1997 ). Jehn ( 1997 ) identifies three types of conflict: task, relationship, and process. Process conflict concerns how task accomplishment should proceed and who is responsible for what; task conflict focuses on the actual content and goals of the work (Robbins et al., 2014 ); and relationship conflict is based on differences in interpersonal relationships. While conflict, and especially task conflict, does have some positive benefits such as greater innovation (Tjosvold, 1997 ), it can also lead to lowered team performance and decreased job satisfaction, or even turnover. De Dreu and Van Vianen ( 2001 ) found that team conflict can result in one of three responses: (1) collaborating with others to find an acceptable solution; (2) contending and pushing one member’s perspective on others; or (3) avoiding and ignoring the problem.

Team Effectiveness and Relationship Conflict

Team effectiveness can suffer in particular from relationship conflict, which may threaten team members’ personal identities and self-esteem (Pelled, 1995 ). In this regard, Murnighan and Conlon ( 1991 ) studied members of British string quartets and found that the most successful teams avoided relationship conflict while collaborating to resolve task conflicts. This may be because relationship conflict distracts team members from the task, reducing team performance and functioning. As noted earlier, positive affect is associated with collaboration, cooperation, and problem resolution, while negative affect tends to be associated with competitive behaviors, especially during conflict (Rhoades, Arnold, & Jay, 2001 ).

Team Climate and Emotionality

Emotional climate is now recognized as important to team processes (Ashkanasy & Härtel, 2014 ), and team climate in general has important implications for how individuals behave individually and collectively to effect organizational outcomes. This idea is consistent with Druskat and Wolff’s ( 2001 ) notion that team emotional-intelligence climate can help a team manage both types of conflict (task and relationship). In Jehn’s ( 1997 ) study, she found that emotion was most often negative during team conflict, and this had a negative effect on performance and satisfaction regardless of the type of conflict team members were experiencing. High emotionality, as Jehn calls it, causes team members to lose sight of the work task and focus instead on the negative affect. Jehn noted, however, that absence of group conflict might also may block innovative ideas and stifle creativity (Jehn, 1997 ).

Power and Politics

Power and organizational politics can trigger employee conflict, thus affecting employee wellbeing, job satisfaction, and performance, in turn affecting team and organizational productivity (Vigoda, 2000 ). Because power is a function of dependency, it can often lead to unethical behavior and thus become a source of conflict. Types of power include formal and personal power. Formal power embodies coercive, reward, and legitimate power. Coercive power depends on fear. Reward power is the opposite and occurs when an individual complies because s/he receives positive benefits from acting in accordance with the person in power. In formal groups and organizations, the most easily accessed form of power is legitimate because this form comes to be from one’s position in the organizational hierarchy (Raven, 1993 ). Power tactics represent the means by which those in a position of power translate their power base (formal or personal) into specific actions.

The nine influence tactics that managers use according to Yukl and Tracey ( 1992 ) are (1) rational persuasion, (2) inspirational appeal, (3) consultation, (4) ingratiation, (5) exchange, (6) personal appeal, (7) coalition, (8) legitimating, and (9) pressure. Of these tactics, inspirational appeal, consultation, and rational persuasion were among the strategies most effective in influencing task commitment. In this study, there was also a correlation found between a manager’s rational persuasion and a subordinate rating her effectively. Perhaps this is because persuasion requires some level of expertise, although more research is needed to verify which methods are most successful. Moreover, resource dependence theory dominates much theorizing about power and organizational politics. In fact, it is one of the central themes of Pfeffer and Salancik’s ( 1973 ) treatise on the external control of organizations. First, the theory emphasizes the importance of the organizational environment in understanding the context of how decisions of power are made (see also Pfeffer & Leblebici, 1973 ). Resource dependence theory is based on the premise that some organizations have more power than others, occasioned by specifics regarding their interdependence. Pfeffer and Salancik further propose that external interdependence and internal organizational processes are related and that this relationship is mediated by power.

Organizational Politics

Political skill is the ability to use power tactics to influence others to enhance an individual’s personal objectives. In addition, a politically skilled person is able to influence another person without being detected (one reason why he or she is effective). Persons exerting political skill leave a sense of trust and sincerity with the people they interact with. An individual possessing a high level of political skill must understand the organizational culture they are exerting influence within in order to make an impression on his or her target. While some researchers suggest political behavior is a critical way to understand behavior that occurs in organizations, others simply see it as a necessary evil of work life (Champoux, 2011 ). Political behavior focuses on using power to reach a result and can be viewed as unofficial and unsanctioned behavior (Mintzberg, 1985 ). Unlike other organizational processes, political behavior involves both power and influence (Mayes & Allen, 1977 ). Moreover, because political behavior involves the use of power to influence others, it can often result in conflict.

Organizational Politics, Power, and Ethics

In concluding this section on power and politics, it is also appropriate to address the dark side, where organizational members who are persuasive and powerful enough might become prone to abuse standards of equity and justice and thereby engage in unethical behavior. An employee who takes advantage of her position of power may use deception, lying, or intimidation to advance her own interests (Champoux, 2011 ). When exploring interpersonal injustice, it is important to consider the intent of the perpetrator, as well as the effect of the perpetrator’s treatment from the victim’s point of view. Umphress, Simmons, Folger, Ren, and Bobocel ( 2013 ) found in this regard that not only does injustice perceived by the self or coworkers influence attitudes and behavior within organizations, but injustice also influences observer reactions both inside and outside of the organization.

Leadership plays an integrative part in understanding group behavior, because the leader is engaged in directing individuals toward attitudes and behaviors, hopefully also in the direction of those group members’ goals. Although there is no set of universal leadership traits, extraversion from the Big Five personality framework has been shown in meta-analytic studies to be positively correlated with transformational, while neuroticism appears to be negatively correlated (Bono & Judge, 2004 ). There are also various perspectives to leadership, including the competency perspective, which addresses the personality traits of leaders; the behavioral perspective, which addresses leader behaviors, specifically task versus people-oriented leadership; and the contingency perspective, which is based on the idea that leadership involves an interaction of personal traits and situational factors. Fiedler’s ( 1967 ) contingency, for example, suggests that leader effectiveness depends on the person’s natural fit to the situation and the leader’s score on a “least preferred coworker” scale.

More recently identified styles of leadership include transformational leadership (Bass, Avolio, & Atwater, 1996 ), charismatic leadership (Conger & Kanungo, 1988 ), and authentic leadership (Luthans & Avolio, 2003 ). In a nutshell, transformational leaders inspire followers to act based on the good of the organization; charismatic leaders project a vision and convey a new set of values; and authentic leaders convey trust and genuine sentiment.

Leader-member exchange theory (LMX; see Graen & Uhl-Bien, 1995 ) assumes that leadership emerges from exchange relationships between a leader and her or his followers. More recently, Tse, Troth, and Ashkanasy ( 2015 ) expanded on LMX to include social processes (e.g., emotional intelligence, emotional labor, and discrete emotions), arguing that affect plays a large part in the leader-member relationship.

Leadership Development

An emerging new topic in leadership concerns leadership development, which embodies the readiness of leadership aspirants to change (Hannah & Avolio, 2010 ). In this regard, the learning literature suggests that intrinsic motivation is necessary in order to engage in development (see Hidi & Harackiewicz, 2000 ), but also that the individual needs to be goal-oriented and have developmental efficacy or self-confidence that s/he can successfully perform in leadership contexts.

Ashkanasy, Dasborough, and Ascough ( 2009 ) argue further that developing the affective side of leaders is important. In this case, because emotions are so pervasive within organizations, it is important that leaders learn how to manage them in order to improve team performance and interactions with employees that affect attitudes and behavior at almost every organizational level.

Abusive Leadership

Leaders, or those in positions of power, are particularly more likely to run into ethical issues, and only more recently have organizational behavior researchers considered the ethical implications of leadership. As Gallagher, Mazur, and Ashkanasy ( 2015 ) describe, since 2009 , organizations have been under increasing pressure to cut costs or “do more with less,” and this sometimes can lead to abusive supervision, whereby employee job demands exceed employee resources, and supervisors engage in bullying, undermining, victimization, or personal attacks on subordinates (Tepper, 2000 ).

Supervisors who are very high or low in emotional intelligence may be more likely to experience stress associated with a very demanding high-performance organizational culture. These supervisors may be more likely to try to meet the high demands and pressures through manipulative behaviors (Kilduff, Chiaburu, & Menges, 2010 ). This has serious implications for employee wellbeing and the organization as a whole. Abusive supervision detracts from the ability for those under attack to perform effectively, and targets often come to doubt their own ability to perform (Tepper, 2000 ).

The Macro (Organizational) Level of Analysis

The final level of OB derives from research traditions across three disciplines: organizational psychology, organizational sociology, and organizational anthropology. Moreover, just as teams and groups are more than the sum of their individual team members, organizations are also more than the sum of the teams or groups residing within them. As such, structure, climate, and culture play key roles in shaping and being shaped by employee attitudes and behaviors, and they ultimately determine organizational performance and productivity.

Organizational Structure

Organizational structure is a sociological phenomenon that determines the way tasks are formally divided and coordinated within an organization. In this regard, jobs are often grouped by the similarity of functions performed, the product or service produced, or the geographical location. Often, the number of forms of departmentalization will depend on the size of the organization, with larger organizations having more forms of departmentalization than others. Organizations are also organized by the chain of command or the hierarchy of authority that determines the span of control, or how many employees a manager can efficiently and effectively lead. With efforts to reduce costs since the global financial crisis of 2009 , organizations have tended to adopt a wider, flatter span of control, where more employees report to one supervisor.

Organizational structure also concerns the level of centralization or decentralization, the degree to which decision-making is focused at a single point within an organization. Formalization is also the degree to which jobs are organized in an organization. These levels are determined by the organization and also vary greatly across the world. For example, Finnish organizations tend to be more decentralized than their Australian counterparts and, as a consequence, are more innovative (Leiponen & Helfat, 2011 ).

Mintzberg ( 1979 ) was the first to set out a taxonomy of organizational structure. Within his model, the most common organizational design is the simple structure characterized by a low level of departmentalization, a wide span of control, and centralized authority. Other organizational types emerge in larger organizations, which tend to be bureaucratic and more routinized. Rules are formalized, tasks are grouped into departments, authority is centralized, and the chain of command involves narrow spans of control and decision-making. An alternative is the matrix structure, often found in hospitals, universities, and government agencies. This form of organization combines functional and product departmentalization where employees answer to two bosses: functional department managers and product managers.

New design options include the virtual organization and the boundaryless organization , an organization that has no chain of command and limitless spans of control. Structures differ based on whether the organization seeks to use an innovation strategy, imitation strategy, or cost-minimization strategy (Galunic & Eisenhardt, 1994 ). Organizational structure can have a significant effect on employee attitudes and behavior. Evidence generally shows that work specialization leads to higher employee productivity but also lower job satisfaction (Porter & Lawler, 1965 ). Gagné and Deci emphasize that autonomous work motivation (i.e., intrinsic motivation and integrated extrinsic motivation) is promoted in work climates that are interesting, challenging, and allow choice. Parker, Wall, and Jackson ( 1997 ) specifically relate job enlargement to autonomous motivation. Job enlargement was first discussed by management theorists like Lawler and Hall ( 1970 ), who believed that jobs should be enlarged to improve the intrinsic motivation of workers. Today, most of the job-design literature is built around the issue of work specialization (job enlargement and enrichment). In Parker, Wall, and Jackson’s study, they observed that horizontally enlarging jobs through team-based assembly cells led to greater understanding and acceptance of the company’s vision and more engagement in new work roles. (In sum, by structuring work to allow more autonomy among employees and identification among individual work groups, employees stand to gain more internal autonomous motivation leading to improved work outcomes (van Knippenberg & van Schie, 2000 ).

The Physical Environment of Work

Ashkanasy, Ayoko, and Jehn ( 2014 ) extend the topic of organizational structure to discuss, from a psychological perspective, how the physical work environment shapes employee attitudes, behaviors, and organizational outcomes. Elsbach ( 2003 ) pointed out that the space within which employees conduct their work is critical to employees’ levels of performance and productivity. In their study, Ashkanasy and his colleagues looked at the underlying processes influencing how the physical environment determines employee attitudes and behaviors, in turn affecting productivity levels. They base their model on affective events theory (Weiss & Cropanzano, 1996 ), which holds that particular “affective” events in the work environment are likely to be the immediate cause of employee behavior and performance in organizations (see also Ashkanasy & Humphrey, 2011 ). Specifically, Ashkanasy and colleagues ( 2014 ) looked at how this theory holds in extremely crowded open-plan office designs and how employees in these offices are more likely to experience negative affect, conflict, and territoriality, negatively impacting attitudes, behaviors, and work performance.

• Organizational Climate and Culture

Although organizational structure and the physical environment are important determinants of employee attitudes and behaviors, organizational culture and climate lie at the heart of organizational interactions (Ashkanasy & Jackson, 2001 ). Organizational culture derives from an anthropological research tradition, while organizational climate is based on organizational psychology.

A central presumption of culture is that, as Smircich ( 1983 ) noted, organizational behavior is not a function of what goes on inside individual employees’ heads, but between employees, as evidenced in daily organizational communication and language. As such, organizational culture allows one organization to distinguish itself from another, while conveying a sense of identity for its members.

Organizational Climate and its Relation to Organizational Culture

Organizational culture creates organizational climate or employees’ shared perceptions about their organization and work environment. Organizational climate has been found to facilitate and/or inhibit displays of certain behaviors in one study (Smith-Crowe, Burke, & Landis, 2003 ), and overall, organizational climate is often viewed as a surface-level indicator of the functioning of the employee/organizational environment relationship (Ryan, Horvath, Ployhart, Schmitt, & Slade, 2000 ). For instance, a more restrictive climate may inhibit individual decision-making in contrast to a more supportive climate in which the organization may intervene at the individual level and in which the ability/job performance relationship is supported (James, Demaree, Mulaik, & Ladd, 1992 ). In a study focused on safety climate, Smith-Crowe and colleagues found that organizational climate is essential in determining whether training will transfer to employee performance, and this is most likely because organizational climate moderates the knowledge/performance relationship. Gibbs and Cooper ( 2010 ) also found that a supportive organizational climate is positively related to employee performance. They specifically looked at PsyCap, the higher-order construct of psychological capital first proposed by Luthans and Youssef ( 2004 ).

Organizational Change

The final topic covered in this article is organizational change. Organizational culture and climate can both be negatively impacted by organizational change and, in turn, negatively affect employee wellbeing, attitudes, and performance, reflecting onto organizational performance. Often, there is great resistance to change, and the success rate of organizational change initiatives averages at less than 30% (Al-Haddad & Kotnour, 2015 ). In order to overcome this resistance, it is important that managers plan ahead for changes and emphasize education and communication about them. As organizations becoming increasingly globalized, change has become the norm, and this will continue into the future.

Additionally, as organizations become increasingly globalized, organizational changes often involve mergers that have important organizational implications. In this regard, Kavanagh and Ashkanasy ( 2006 ) found that, for a merger to be successful, there needs to be alignment between the individual values and organizational cultures of merging partners. Managers during a merger situation need to be especially cognizant of how this organizational change affects the company’s original organizational culture.

Organizational development (OD), a collection of planned change interventions, may be the way to improve organizational performance and increase employee wellbeing. OD focuses on employees respecting one another, trust and support, equal power, confrontation of problems, and participation of everyone affected by the organizational change (Lines, 2004 ). Moreover, when an organization already has an established climate and culture that support change and innovation, an organization may have less trouble adapting to the change.

Organizational change research encompasses almost all aspects of organizational behavior. Individuals and employees are motivated to achieve success and be perceived as successful. In this regard, each of the individual differences—personality, affect, past experiences, values, and perceptions—plays into whether individuals can transcend obstacles and deal with the barriers encountered along the journey toward achievement. Teams are similarly motivated to be successful in a collective sense and to prove that they contribute to the organization as a whole. In addition to individual differences, team members deal with bringing all those individual differences together, which can wreak havoc on team communication and cause further obstacles in terms of power differences and conflicts in regard to decision-making processes. Last, at the organizational level of organizational behavior, it is important to account for all of these micro- and meso-level differences, and to address the complexity of economic pressures, increasing globalization, and global and transnational organizations to the mix. This is at the top level of sophistication because, as emphasized before, just as groups equal much more than the sum of individual members, organizations are much more than the sum of their teams. The organizational structure, the formal organization, the organizational culture, and climate and organizational rules all impact whether an organization can perform effectively. Organizational behavior, through its complex study of human behavior at its very conception, offers much-needed practical implications for managers in understanding people at work.

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Introduction to Organizational Behavior

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Organizational behavior (OB) takes a systematic approach to understand how individuals and groups behave in organizations as well as the relationship between people and organizations. This chapter examines organizational behavior from the viewpoints of professionals and researchers. First, a case is presented describing individuals’ behavior in difficult circumstances, and then a brief definition of organizational behavior follows. Next, we will analyze how organizational behavior differs from human resources. Then we will proceed to OB during the pandemic. We will also review why we study OB: from Taylor’s Principles of Scientific Management to Mayo and Roethlisberger’s Human Relations Theory (Hawthorne Effect), to understand the history of organizational behavior. The following is a synopsis of all the topics that will be discussed in the book. Last, we look at organizational behavior research. This section provides an explanation of why and how we conduct OB research, as well as breaks down various study designs and measurement issues.

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Henri Fayol developed an approach to managing businesses that have come to be known as Fayolism during his career as a mining engineer, executive, author, and director. The development of modern management is generally attributed to Henri Fayol (Fayol, 1949 ). Over the course of the twentieth century, his management theories influenced industrial management practices in a significant way. The ideas of Fayol were developed independently of other theories that were prevalent at the time, such as those of Elton Mayo and Human Relations. Fayol outlined the skills needed for effective management in his 14 Principles of Management. Fayol’s management theories are still used today. Besides the Principles, Fayol identified five basic management functions. Among the management functions are planning, organizing, commanding, coordinating, and controlling. Fayol emphasized that managerial skills are different from technical skills. Moreover, Fayol recognized that management is a field requiring research, teaching, and development. Fayol proposed 14 principles and five functions that form the basis of Administrative Theory. A variety of nonacademics shared their experiences and contributed to its progress. Fayol’s Five Functions of Management originated the planning-organizing-leading-controlling framework that remains an influential management framework throughout the world today.

Abbreviations

Captain Chengquan

Human Resources

Human Relations Theory

National Football Association

National Hockey League

Organizational Behavior

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Kwia, J. (2023). Introduction to Organizational Behavior. In: Hou, N., Tan, J.A., Valdez Paez, G. (eds) Organizational Behavior. Springer, Cham. https://doi.org/10.1007/978-3-031-31356-1_1

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Organizational Behavior

(18 reviews)

Copyright Year: 2017

ISBN 13: 9781946135155

Publisher: University of Minnesota Libraries Publishing

Language: English

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Reviewed by Jalal Maqableh, Instructor - Ph.D. Candidate, James Madison University on 11/29/21

This book is comprehensive in two ways: (1) The organizational behavior topics it covers. The most important topics that new employees (fresh graduates) would need to know are included in this book. (2) The learning methodology includes the... read more

Comprehensiveness rating: 5 see less

This book is comprehensive in two ways: (1) The organizational behavior topics it covers. The most important topics that new employees (fresh graduates) would need to know are included in this book. (2) The learning methodology includes the topics' content, discussion questions, key takeaways, and exercises.

Content Accuracy rating: 5

This book is accurate and provides relevant content. In general, no key mistakes were identified.

Relevance/Longevity rating: 5

The book is relatively new (2019). It talks about current practices in today's organizations. Some topics in organizational behavior are stable while others are changing very fast. Therefore, it will be important to look to the places where there will be a need for updates.

Clarity rating: 5

The book is clear and helps the reader to move through sections smoothly.

Consistency rating: 5

The structure of the chapters is very consistent. This facilitates the learning process.

Modularity rating: 5

Although the size of the book is large and not logical to be used all in one semester. The design of the book separates the learning topics into small learning packages that can be selected based on the need.

Organization/Structure/Flow rating: 5

The flow of the book makes it logical to build each chapter based on the previous one. This is good for educational purposes because it helps the instructor during the transition from one topic to another.

Interface rating: 5

Easy to use and to move through different parts.

Grammatical Errors rating: 5

No grammar issues were found.

Cultural Relevance rating: 5

The book clearly highlights cultural diversity within the organizational context.

This is a very well-written book for university students. It gives the opportunity for readers to comprehend organizational behavior in an interesting way.

Reviewed by Brittni Heiden, Senior Director of Graduate Programs, Trine University on 4/16/21

The text, Organizational Behavior provides a comprehensive overview of several topics, including: motivation, communication, managing groups and teams, conflict resolution, power and politics, making decisions, etc. Within each chapter, the author... read more

The text, Organizational Behavior provides a comprehensive overview of several topics, including: motivation, communication, managing groups and teams, conflict resolution, power and politics, making decisions, etc. Within each chapter, the author provides key takeaways and exercises that allow the students to apply their knowledge of the topic.

Each topic is presented in an accurate manner, supported by current practices, and relevant examples.

Relevance/Longevity rating: 4

For the most part, the content with the book is supported by current practices and many relevant examples. However, some of the examples, particularly those within the case studies can be outdated. Being that the book was written in 2019, it is likely missing vital examples and case studies from 2020 and 2021.

The book flows well and is written in a manner that is easily understood by undergraduate students.

Each chapter is set up in a similar fashion, making it easy for the reader to navigate the material. Along with this, each chapter has appropriate examples and exercises that correspond with the covered material.

Modularity rating: 4

The book is extensive, but each chapter is easily navigated by students. It would be very doable for instructors to piece together important information, or prioritize chapters without disrupting the students. The textbook is very lengthy, as are many Organizational Behavior texts, so it may be difficult for each chapter to be covered during a semester. However, due to the fact that each chapter is easily and readily divisible into smaller sections, or subsections, instructors can prioritize the information they would like to cover.

The organization of the textbook is clear and logical. There are proper transitions so the students are aware regarding what they should expect next.

Navigation is very easy for students to use. There are very few, if any, distractions throughout the text.

No grammatical errors were found throughout the text.

Great examples are used throughout the text to highlight cultural diversity within the workplace.

Overall, this is a great text for undergraduate Organizational Behavior courses. It is well written, offers many opportunities for students to apply their knowledge, and also covers a diverse range of topics.

Reviewed by Amanda Hinojosa, Assistant Professor, Howard University on 4/13/21

This book covers all of the topics one might expect from an Organizational Behavior course. Where it seems to differ from other Organizational Behavior books is the level of attention devoted to topics (some might for example focus less on... read more

This book covers all of the topics one might expect from an Organizational Behavior course. Where it seems to differ from other Organizational Behavior books is the level of attention devoted to topics (some might for example focus less on negotiation, while this book has a chapter on it; other books might have a chapter devoted just to individual differences, while this one focuses on individual differences and perception within one chapter).

The book contains accurate discussion of concepts, theories, and application.

The book has several case studies (usually one at the beginning and end of each chapter). These are great, but over time they may be a bit dated, for example if they reference a CEO of a company who is no longer the CEO of that company. However, users could create their own follow-up questions that account for what has happened since the case was written. Alternatively. if any future updates were made to this content, readers could benefit from a standard set of questions to add to the end of each case that would encourage the instructor and students to find out more to see if the implications of that case still apply based on the newer information on the company/CEO/manager described. For example, they use the case of Indra Nooyi as CEO of Pepsi and talk about her as though she is currently the CEO, but her tenure as CEO ended in 2018.

The book is easy to read and all terms are appropriately explained and defined.

There is not much of an underlying framework that requires terms to be used from one chapter to the next (e.g. there are not many cases where something is defined early on and then revisited later in the book). In other words, the chapter numbers don't imply sequence so there is enough consistency across chapters to allow for users to skip around the book and still have the relevant information within that chapter without having to consult other sections to understand. There is consistency in the way each chapter is presented and the supplementary points in each. I describe more about this consistency in organization in the modularity and organization sections.

The content is very modular and can easily be referred to in larger or smaller parts. The chapters are each broken into sub-sections, which can be linked directly (e.g. https://open.lib.umn.edu/organizationalbehavior/chapter/3-2-the-interactionist-perspective-the-role-of-fit/) or the chapter as a whole could be linked https://open.lib.umn.edu/organizationalbehavior/part/chapter-3-understanding-people-at-work-individual-differences-and-perception/) Each page is dedicated to a sub-section, and the links are embedded to the sidebar table of contents which would allow users to further click through to the area that they are looking for if they know the number and/or title of the sub-section they are interested in.

The topics are presented clearly and in a logical fashion. The book does not require much sequential introduction of content, so users could easily find only chapters they want to teach in the order they wish to teach them and assign them in a way that differs from the numerical sequence in the book.

Images are displayed clearly. Content navigation is easy with the clickable sub-section links, but users might also be able to use the pdf version if they are unable to access the internet. Users of the pdf version would need information on section titles, as there are no page numbers in the web-based interface for the version. However, if they have the information for chapter and/or sub-section number and title, they would be able to sufficiently navigate the pdf to find the content needed.

I have not found any grammatical errors in my use of this book.

The book designates a chapter to demographic diversity and cultural diversity and includes one sub-section at the end of each chapter that briefly describes cultural differences in relation to the content from that chapter. It could be more comprehensive in its discussion of cultural diversity, but I have not found evidence to suggest that it is insensitive or offensive in its coverage of topics.

I have used this book in my course for three years now, and overall I really like it. The links are really easy to integrate into my LMS (BlackBoard) to guide discussions and assign specific parts of the reading. There are some places where the book makes reference to "your instructor has this information" as though there are accompanying Instructor Resources but I am unaware of how to access those if they do exist. It tends to be on active learning possibilities (e.g. the negotiation chapter references roles that the instructor would distribute). It doesn't affect the use too much, it just means that I end up choosing a different activity that doesn't reference other resources which I don't have access to.

Reviewed by Jim Hickel, Adjunct Instructor, American University on 3/15/21

The book covers all the relevant topics for organizational behavior. No index or glossary, but the search function is effective for that purpose. read more

The book covers all the relevant topics for organizational behavior. No index or glossary, but the search function is effective for that purpose.

No errors or biases were uncovered in my use of this book.

The book was current as of its 2017 publication date, which is about as high as most expectations would go for a free online textbook. Instructors will have to provide class updates, particularly in the rapidly-changing field of diversity. For example: I didn't find any reference to "inclusion" in the diversity chapter (or anywhere else in the book, if the search function was accurate), which is an important concept and should be stressed by the instructor.

The text is very clear, and written to be understood at the undergraduate level.

No inconsistences were uncovered in my use of the book.

Each chapter works effectively as a stand-alone discussion of the topic. They can readily be realigned.

Organization/Structure/Flow rating: 4

The book is generally well organized. The organization could be enhanced if there were an up-front "umbrella" model for organizational behavior that tied together all the subjects covered in the textbook. The Organization-Group-Individual model introduced in Chapter 1 doesn't easily relate to the concepts discussed in each chapter. An instructor may find it useful to present a different OB model (for example, Inputs-Processes-Outputs) that to show how all the chapter topics fit together into one overall concept, so students can track where they are in the model.

The interface worked out very well for my class. I was able to set up links to each chapter in the relevant sections of the learning management system (in this case, Blackboard). Students appreciated the ability to have direct links to the relevant textbook readings for each class -- and also appreciated that it was available at no additional cost to them.

No grammatical or language errors were uncovered in my reading and use of the book.

Cultural Relevance rating: 4

Generally sensitive to cultural issues. Instructors may want to point out to their class that the "Masculinity-Femininity" dimension of Hofstede's Cultural Framework (Section 2.3 of the book), which draws upon stereotypes that were used in Hofstede's time, has largely evolved into the "Aggressive-Nurturing" dimension.

Very useful book, as good as any fundamental Organizational Behavior textbook I've ever read from any publisher. However, because of its age and the rapid evolution of organizational behavior, instructors will have to be careful to provide in-class updates.

Reviewed by Laura Boehme, Chief Information/Human Resources Officer; Faculty, Central Oregon Community College on 1/12/21

This book is extremely comprehensive and covers a the broad variety of organizational behavior topics. Each chapter is clearly titled, provides an outline, key terms, and summary of learning outcomes. Additionally, it includes critical thinking... read more

This book is extremely comprehensive and covers a the broad variety of organizational behavior topics. Each chapter is clearly titled, provides an outline, key terms, and summary of learning outcomes. Additionally, it includes critical thinking cases and assessments to expand and practice learning concepts. One additional feature is a link to a collaborative group area to further engage in the topics.

The book content are accurate and rooted in current organizational practices. The topics are also relevant to existing issues in organizations such as cultural awareness, diversity, ethics, stress/well-being, and power and politics. No significant errors or bias were found in the contents. The book also includes numerous authors with a variety of expertise, further enhancing the accuracy and relevance of topics.

The book was written in 2019 and includes current and relevant topics facing organizations. Each chapter is comprised of concepts, strategies, questions, and practical applications, allowing the learner to gain an in-depth exposure to the organizational behavior content. The text is written in a way that will allow easy updates in the future and the content has staying power.

The textbook and chapters are clearly outlined with key terms, learning outcomes, and high levels of structure and consistency. The text is written in understandable terms, with appropriate introductions for the learner, relevant examples to demonstrate concepts, and opportunities to practice to further gain clarity.

The structure of the book is internally consistent for each chapter, giving the learner an opportunity to understand the layout and approach of the book and its chapters. This structure enhances the learner's ability to absorb and practice the materials, cases, and assessments.

The text is very modular and could be assigned and/or used as structured or can be utilized out of order. Chapter 1 appears to be a foundational chapter so it would be best to start there as it gives a nice overview of organizational behavior. The lower rating on this aspect of the textbook is primarily because there are so many chapters (19 total), that it might be challenging to cover all of the content in a typical term or semester. So the instructor and student would need to prioritize the most important concepts.

The organization, structure, and flow of the textbook, the chapters, and the information within the chapters is highly structured. It is consistent for both the learner and the instructor, offering predictability and ease of planning. The table of contents is well-organized with clear chapter titles, sub-sections, and additional resources. The flow of topics makes sense, but also allows for modularity and flexibility.

The interface is user-friendly, easy to find information, and intuitive. Navigation is straight-forward and there are helpful guides and prompts to ensure the reader knows how to progress through the content. The images and data within the chapters is laid out and organized in a professional manner. This is a very mature-looking OER textbook.

No obvious grammatical or spelling errors were found in the text. It appears to have been well-edited and prepared for use. There are multiple author contributors which helps ensure content validity and accuracy.

The textbook appears to be culturally aware. There are multiple chapters on diversity, inclusion, and cultural awareness. The pictures include people of color and also address diversity of approaches and perspectives in organizational behavior.

This OER textbook book is ready to go for both the instructor and student. The topic is interesting and relevant. The content is well-organized. There are additional chapter resources to enhance learning and teaching. Overall I highly recommend this textbook. The instructor would have a relatively easy time developing a syllabus and course activities that are based on the identified learning outcomes.

Reviewed by Tracey Sigler, Associate Professor, The Citadel on 11/30/20

Covers all the traditional topics read more

Covers all the traditional topics

High quality

The book is a few years old but it is easy to supplement with new concepts and current examples.

the online format makes it easy to read find and small sections of the chapters.

Well organized - make sense to the reaer

high quality

appropriate

I have used this book for a couple of years for an MBA OB class. It provides good coverage of the basic concepts and some cases and activities that have been useful. I supplement the class with my own links to videos and articles. I am thinking of using this in my undergrad class as well. The author is disguised but is well-known and respected in the field. Students appreciate being to use an open resource.

Reviewed by Ken Grunes, Assistant Professor, Framingham State University on 5/27/20

The layout of the textbook follows a logical progression which is both complete and the proper depth. read more

The layout of the textbook follows a logical progression which is both complete and the proper depth.

The authors have allowed multiple perspectives and theories are supported by empirical evidence.

The most relatable topics are covered proportional to students' interest levels.

Clarity rating: 4

Most of the material could be enhanced by a terminology glossary at the beginning of each chapter.

Terms and concepts carry the same explanation and context from one chapter to the next.

Chapters and subject matter are clearly delineated and can be appreciated as a stand alone module.

The text is presented in a logical progression from "Individual", "Groups", and finally "Organizations".

Interface rating: 4

Information is presented in a straight forward manner with few distraction.

the text appears to be free from grammatical errors.

Good sensitivity to multi-cultural class composition.

The textbook appears to be complete.

Reviewed by Leslie Bleskachek, Adjunct professor, Minnesota State College Southeast, Minnesota State University System on 3/7/20

The textbook includes some valuable topics that are often not discussed in other texts, namely the study of power and politics. The first chapter also includes an introduction of why this study is important, which is an interesting inclusion. At... read more

The textbook includes some valuable topics that are often not discussed in other texts, namely the study of power and politics. The first chapter also includes an introduction of why this study is important, which is an interesting inclusion. At the start of each section, the learning objectives are listed. The toolbox and exercises are great additions that allow students to quickly apply new learning in their environment. This is a sort of embedded workbook that assists instructors in developing activities related to the text. This work is more than a narrative or relevant facts; there are a lot of activities and case studies included to aid student understanding.

The work is accurate. There are in text citations as well as bibliographies to provide opportunities for further research.

Much of the research and information included is very recent and citations are included if readers wish to read the original work. Section 1.5 on Trends and Changes could easily be updated as needed, allowing the work to remain up to date in future iterations.

The language is clear, has little jargon, and is easy to read and interpret. The key takeaways aid student understanding and ensure the main objective is understood for each section.

There is consistency throughout the document with similar formatting in each section to aid navigation and understanding.

With the learning objectives clearly outlined, it would be easy to break this work into smaller modules or recombine sections into lessons. Also, with exercises, case studies and other tools provided, this work could easily be utilized in various ways.

It was an unusual choice to include the learning style inventory in this text and unclear why it was placed after the introduction to this specific material. It might be more appropriately placed in a preface. While the information was organized clearly within sections and was well labeled, it is not clear why the authors decided to start with specifics first rather than an overview of organizational behavior first and then following with specifics. It might be more logical to begin with the content that is in sections 14 and 15.

The exercises, key takeaways, etc. are well organized and help focus learning. The use of graphics and visual representation of data was well deployed throughout to help break up long sections of text. The inclusion of case studies in each section was a great way to aid understanding and demonstrate the concepts on real world situations. The interface worked smoothly and consistently with no difficulties noted. The organization was easy to navigate for the end user.

There were no grammatical errors identified

The work uses appropriate language and displays cultural sensitivity. Although it is also addressed in other sections, there is a section that specifically addresses various concerns related to multiculturalism and the diverse nature of organizations today.

This is a comprehensive work that includes engaging, current organizational situations to illustrate concepts. This is more than just a narrative or literature review of the subject. The textbook also includes numerous current case studies, exercises, ways to apply the learning and challenge thinking. Combined with the learning objectives outlined at the start of each section, this work provides a great deal of easy to understand content and is user friendly for both students and teachers alike.

Reviewed by Yefim Khaydatov, Lecturer, LAGCC on 12/5/18, updated 12/12/18

Textbook covers the appropriate range of topics in the course. read more

Textbook covers the appropriate range of topics in the course.

Organizational Behavior - 2017 accurately

The content is up-to-date, consists of recent research and literature. The textbook reflects the most recent information and arranged in a manner that makes necessary updates easy to implement.

The textbook is written in a clear, appropriate and accessible language.

The text is consistent in terminology and framework within and throughout the chapters.

The textbook has easily divided sections to quickly navigate through the various chapters and sections of the textbook.

The textbook follows the sequence of topics as expected in the industry when compared with other textbooks written on the same subject of organizational behavior.

No issues have been encountered and use of the online version is user friendly.

No grammatical errors were noted.

The text reflects appropriate and inclusive language.

The textbook provides a wonderful resource in each chapter for discussion through the case scenarios, short vignettes, questions, group activities and a wide range of exercises. A rich selection of video clips to complement the Ethical Dilemma exercises in the chapters would be a wonderful addition to see added in the next publication or version of the textbook. Thank you.

Reviewed by Rose Helens-Hart, Assistant Professor, Fort Hays State University on 11/28/18

Text covers the major topics one would expect to see in a 200-300 level OB course. Would have liked to see more on vocational/workplace socialization. read more

Comprehensiveness rating: 4 see less

Text covers the major topics one would expect to see in a 200-300 level OB course. Would have liked to see more on vocational/workplace socialization.

Did not notice errors.

Uses relevant business cases, which will need to be updated in a few years.

Very readable but still sounds like a textbook. Formatting of bold words and summary/break out boxes makes the book conventional but also easy to access.

Terminology seemed to be used consistently.

Chapters are divided into short subsections making it easy to assign only portions of chapter reading.

Logical progression. I like that the chapter on managing demographic and cultural diversity is at the beginning. If you are following the order of information in the text, your class would begin with these important concepts.

Clear table of contents. Easy to navigate.

No grammatical errors noticed.

Text discusses "The Role of Ethics and National Culture" in each chapter, which is nice. More elements of diversity and intersectionality, however, could be considered in examples. "Managing" diversity is a very traditional way to look at difference.

Using sections of it for a professional business communication class. Many topics covered such as managing conflict and teams, are relevant to professional, business, and organizational communication classes.

Reviewed by Justin Greenleaf, Associate Professor, Fort Hays State University on 11/1/18

This book does an excellent job of providing an overview of the major topics associated with organizational behavior. Given the comprehensive nature of the book, it could potentially be a relevant resource in a variety of classes/topics related to... read more

This book does an excellent job of providing an overview of the major topics associated with organizational behavior. Given the comprehensive nature of the book, it could potentially be a relevant resource in a variety of classes/topics related to communication, group dynamics, organizational leadership, and others.

The content included in this book is both accurate and well supported. It does a good job of connecting important theories and concepts with helpful practical examples.

Relevance/Longevity rating: 3

Many of the theories and concepts in this book are up-to-date and will not be obsolete anytime soon. However, many of the examples will fail to be relevant in the near future. The book could be improved by providing permanent links to some of the external resources.

The text is easy to read and flows in a way that is engaging. The presentation of the content is free from technical jargon.

The text is consistent in the way the chapters are presented. As the reader moves from section to section, it is clear that the chapters have a unifying theme and format throughout.

The text is chunked into logical and easily readable sections. The various chapters are accompanied by tools and resources to help the reader think critically about the content in the chapter.

I was impressed with the way the book was organized. When thinking about the topic of Organizational Behavior, it can be challenging to decide where to start and how to organize the content. This book does a nice job organizing the various topics by themes and providing appropriate sub-headings to help the reader make sense of the overarching concepts of the book.

The website interface seems to be the easiest to use and navigate. When I downloaded the pdf, there were some issues with the formatting of the content. Some of the pictures were not there anymore and some of the formatting was a little off. I feel like the impact these issues had on the usefulness of the book was minimal, but they were noticeable.

I did not notice any grammatical errors, which was nice.

There was nothing in this book that I found to be culturally insensitive or offensive. If anything the book content provided insights into how to be more culturally competent.

I appreciate the time and effort that was put into creating this resource. One of the challenges of using open educational resources is finding a one that is high-quality, and I believe the content in this book to be high-quality.

Reviewed by Stephanie McWilliams, ClinicInstructor, West Virginia University on 5/21/18

This book includes many topics that others in this area do not, such as interpersonal interaction tactics and diversity considerations. Segments that are boxed that include applied ideas are especially pertinent for my internship students. read more

This book includes many topics that others in this area do not, such as interpersonal interaction tactics and diversity considerations. Segments that are boxed that include applied ideas are especially pertinent for my internship students.

The text is relatively error free that appears to be all-inclusive from my perspective.

In the area of professionalism, the dynamics are always changing, especially with the influence of technology. As a result, I imagine that this book may need updates every 5 years or so to stay relevant.

This text is easy to read and follow. Terms are used correctly, and defined if not commonly understood.

There is a definite framework to this text. Information interlaces with cases and applied examples will allow students to connect ideas to real-life scenarios.

With just 15 chapters, each is well divided in a predictable fashion. This also aligns well with a typical semester of 16 weeks.

The flow of this text makes it easy to follow and to break up into what may be presented in a lecture format and what students can work through on their own.

The flow of topics builds in a logical manner for students learning about working in a professional setting.

There do not appear to be any major distortions what would cause confusion. The clarity of some of the graphics or photos are a bit grainy, but not so much so that it is difficult to read or see.

The grammar appears correct throughout.

With a large section devoted to multicultural diversity, I would rate this text highly for cultural relevance.

It is a challenge to find a text for an internship course, but this text fits the bill nicely. I will likely supplement with a chapter or two from other text or some articles, but plan to use this book in the very near future.

Reviewed by Meredith Burnett, Professorial Lecturer, American University on 2/1/18

The text covers all areas and Ideas of organizational behavior including aspects of both demographic and cultural diversity, individual differences and perception, individual attitudes and behaviors, and theories of motivation. This text also... read more

The text covers all areas and Ideas of organizational behavior including aspects of both demographic and cultural diversity, individual differences and perception, individual attitudes and behaviors, and theories of motivation. This text also includes a table of contents.

The content includes accurate, error-free, and unbiased information. For instance, the section on diversity refers to the Age Discrimination Act of 1975, Title VII of the Civil Rights Act of 1964, the 1990 Americans with Disabilities Act and other laws prohibiting discrimination.

The content is up-to-date and can be easily updated with more recent information. There is a photo of Ursula Burns, who became president of Xerox Corporation in 2007. Her photo can be replaced, for instance, by a photo of another black female who becomes president of a corporation.

In general, the text is free from jargon and US colloquialisms. However, the text defines and expatriate as as someone who is temporarily assigned to a position in a foreign country. Some readers may be sensitive to the use of the term "foreign" to describe a country.

The text is consistent is in terms of terminology and framework. The terms culture and society are used interchangeably to describe national culture and some readers may be confused by the use of both terms.

The text is easy to read and divided into sections with headings and subheadings to make it easier for readers to navigate the text.

The topics in the text are presented in a logical, clear fashion. However, organizational culture and organizational structure are near the end of the text and student might benefit from learning about those topics before being asked to understand the design of work environments and individual attitudes and behaviors.

The text is free of interface issues.

There are no obvious grammatical errors in the text.

The text includes examples of successful individuals from a variety of ethnic backgrounds including Guy Kawasaki.

The book includes exercises following each chapter. However, may of the exercises such as those in Section 2.4 are, in fact, discussion questions rather than exercises.

Reviewed by Stacey Young, Associate Professor, Northern Virginia Community College on 6/20/17

This book does a good job in covering relevant topics related to organizational behavior. The format is user friendly, along with providing discussion questions, case studies, exercises, and takeaways. There are appropriate graphics/pictures... read more

This book does a good job in covering relevant topics related to organizational behavior. The format is user friendly, along with providing discussion questions, case studies, exercises, and takeaways. There are appropriate graphics/pictures that quickly support and reinforce key concepts. Moreover, I love that there are ongoing references to the importance of ethics with an activity related to an ethical dilemma.

The book overall is accurate. There weren't any major issues identified.

The content is relevant and covers normal organizational behavior topics address in any text.

The writing in this book is rather clear. However, there are opportunities to improve the grammar and sentence structure.

This text is consistent with other text's terminology, structure, and data to support he position offered.

This text is ready to be separated into unique, standalone learning packages.

I like the book's flow. It's logically organized in a way that each chapter builds on the previous one.

No interface issues identified.

There aren't any noticeable grammar issues, but the sentence structure should be reviewed for better clarity

Cultural Relevance rating: 1

There are opportunities to select pictures that are reflective of a diverse population.

This is the first open textbook I've reviewed. Previously, I had considerations that open source material might not be that good; however, with this book, I was amazingly surprised. I will seriously consider using this text for my organizational behavior class.

Reviewed by Atul Mitra, Professor, University of Northern Iowa on 2/15/17

This OB textbook covers all major as well as supporting topics related the OB field. The last two chapters are devoted to macro topics (Chapter 14: Organizational Structure and Change and Chapter 15: Organizational Culture); thus, implying... read more

Comprehensiveness rating: 3 see less

This OB textbook covers all major as well as supporting topics related the OB field. The last two chapters are devoted to macro topics (Chapter 14: Organizational Structure and Change and Chapter 15: Organizational Culture); thus, implying authors’ intent to provide comprehensive coverage. The textbook, though, is dated both in terms of scholarly references and the case studies used to inform the reader about the relevance of OB topics. Also, the textbook is more reliant on applied sources to support concepts. The pdf version of the textbook does not have a list of scholarly references. The HTML version does have these references, but they are included in within the text and, thus, negatively impact the flow and readability. I could not find a subject index or “glossary of terms” at the end of the textbook. Finally, the book lacks instructor’s resource material.

Content Accuracy rating: 4

The book reads well and provides good examples to clarify basic concepts. The authors provide unbiased and thoughtful insights from scholarly sources in a very relatable fashion.

Relevance/Longevity rating: 1

This is one of the significant weakness of this textbook. The scholarly sources are dated. Case studies are also old, though still useful. Some of the in-text online links do not work. In short, this textbook is due for a major revision and would require the authors to revise all aspects of the textbook considerably. This revision would be a major undertaking and a challenge for the authors.

Clarity rating: 3

Each chapter is divided into several sub-sections. Each sub-section covers a major OB topic. The authors have done an excellent job of providing a logical and clear description of topics within each chapter. However, there is no overall framework that can easily connect topics across all 15 chapters. This may explain a somewhat random sequence of topics of 15 chapters. For example, “emotions,” “communication” or “decision-making” topics are useful in the understanding of concepts of motivation and teamwork. However, these topics are not covered prior to the coverage of motivation.

Consistency rating: 3

The coverage of each topic within a chapter by the authors is consistent. The formatting and style are also highly consistent throughout the textbook. An addition of an overall framework and an integrative case study would help provide consistency of topics across chapters.

The textbook is very modular. Specifically, the HTML format of this textbook allows each sub-section to act as a module. Any instructor, interested in adopting this textbook should look into HTML format based modules (sub-sections) as a way to customize the textbook. This may be this textbook’s significant strength.

Organization/structure of this textbook is clear within a chapter. As I have stated in my review in another section, the textbook can be improved by connecting topics across chapters using a broad framework as well as by incorporating an integrated case study.

Interface rating: 2

The pdf version of the textbook is difficult to navigate. Even though I found the HTML version to be more user-friendly, this format did have some weaknesses as well. The scholarly references in the HTML version are included within the text and negatively impact readability. I could not find a subject-index or “glossary of terms” at the end of the textbook. Many online links do not work anymore. Since the textbook does not include a subject index or glossary of key terms, it would make it difficult for students to find definitions easily. Overall, the textbook can significantly benefit from a much-improved interface.

The textbook is free of any grammatical errors.

Chapter 2 of the textbook offers a comprehensive coverage about the relevance and importance of demographic and cultural diversity. In addition, each chapter contains a sub-section “The Role of Ethics and National Culture” to ensure that students understand cultural relevance of OB concepts. This issue is clearly a strength of this textbook.

Overall, this textbook is a good option for those instructors that already have a good portfolio of instructional resources. The textbook does not appear to provide PowerPoint slides or a Test Bank. However, if an instructor is looking for a good OB textbook for an introductory OB course; s/he might wish to take a look at this textbook as a possible option because it is well-written and provides a comprehensive coverage of major OB topics. It also provides students with several useful applied examples, though these examples are somewhat dated. This textbook may not work for those instructors that wish to use an OB textbook based on current examples or an OB textbook that cites current scholarly references. To conclude, with significant interface improvements and a major revision, this could become an excellent option for both students and instructors.

Reviewed by Christopher Reina, Assistant Professor, Virginia Commonwealth University on 2/8/17

The major areas of OB are covered comprehensively. The textbook goes into an appropriate amount of depth for each of the expected topics. It discusses each of the topics through both an ethics and national culture lens at the end of each chapter... read more

The major areas of OB are covered comprehensively. The textbook goes into an appropriate amount of depth for each of the expected topics. It discusses each of the topics through both an ethics and national culture lens at the end of each chapter which represents a major strength of the textbook. The PDF version did not include a table of contents, index, or glossary which would further add to the comprehensiveness of the textbook.

The content was accurate and unbiased. The information was presented in a straight-forward way and cited published work from a wide variety of sources.

The topics covered are relevant and timely-- however, many of the citations are a bit dated. The case studies still are largely relevant even though there may exist better, more recent examples to discuss. I really appreciate the extent to which the authors integrate real-life examples of companies/leaders but the downside of this is that it limits the time the textbook can remain highly relevant without being updated. Additionally, there were several broken weblinks that need to be updated.

The writing is clear, easy to understand, and flows well. The authors do a good job of making concepts and ideas accessible for students. Authors avoided use of jargon without first defining it well and establishing the context.

The structure is easy to follow, straight-forward, and consistent.

The textbook does a good job of re-introducing ideas later in the text hat may have been covered earlier in the text which adds to the modularity of the textbook. I would not hesitate to assign specific chapters and/or assign chapters out of order for this reason.

The topic order makes logical sense and the topics build well off of each other. In the first chapter, the authors discuss levels of analysis (individual, team, and organizational) and they could perhaps return to this framework more frequently in order to guide the reader.

Interface rating: 3

For the most part, the figures and tables are clear and easy to understand. There are some figures that appear a bit distorted and/or difficult to read due to color choices. Bolding concepts or words that are defined in the text and adding a definition of the word in the margin would aid students in studying and easily identifying new concepts/concepts to study. In the PDF, there were several instances in which chapters did not start on a new page (and instead started mid-page) which was distracting.

Grammar was strong throughout the text.

This text's chapter on diversity as well as the reference to diversity issues throughout the text is a major strength. Ending each chapter with a discussion of how national culture and ethics is relevant to the topic was a powerful way to discuss diversity and continually challenge students to consider the topics from diverse perspectives.

This textbook is well-written, comprehensive, and is an excellent resource for students and faculty. The material is presented in an effective, accessible way and the integration of the "OB Toolbox" is especially useful for students to understand how to practically apply the concepts they are learning. I especially appreciated the attention to detail and comprehensiveness of the diversity chapter as well as the discussion of diversity topics throughout each chapter. The questions at the end of each chapter for reflection could push students a bit further in engaging with the material, and I would like to see some updates to the textbook when it comes to topics that should be covered (such as mindfulness and presenteeism) as well as case studies and examples from the last 3-5 years. A glossary, works cited, table of contents, and index would all be useful additions to the PDF version of the textbook, and it would be helpful if concept words defined in the text were also defined in the margins of the text in order to facilitate student recognition of topics they need understand and be able to define. Overall, this textbook is solid and I would not hesitate to use it for an undergraduate class in Organizational Behavior (although I would supplement it with readings and material from other sources as I would with any other textbook).

Reviewed by Rae Casey, Associate Professor , George Fox University on 2/8/17

The text was comprehensive, covering areas that are important when teaching organizational behavior. Some of the topic areas, such as diversity and ethics, are more comprehensive than others, but all topics are covered well enough for entry-level... read more

The text was comprehensive, covering areas that are important when teaching organizational behavior. Some of the topic areas, such as diversity and ethics, are more comprehensive than others, but all topics are covered well enough for entry-level students. The text included a comprehensive table of contents, but no index or glossary.

The textbook was accurate and covered a number of important topics in an interesting manner. I thought the advertised experiential approach was evident and well done.

Relevance/Longevity rating: 2

The concepts described in the text can survive over time, but the cases quickly date the contents. Since the concepts in the cases are integrated into the text, updating could be time consuming. I tried the text in both the .pdf and online formats, and found difficulties with the links in both. I had the best luck with the online format, although many of the links were no longer valid. When I copied and pasted the links from the .pdf version, I got many errors, some indicating I needed login information to access the site.

I liked this text. The information was presented in way that made it easy to understand and apply. Jargon and terms were well explained.

This text was well written and consistent throughout.

This text is well organized. The subheadings in the chapters create appropriate modules to support teachers as they create assignments, and students as they complete them.

The text is well organized and structured. The content flow is great, but, as previously mentioned, there are a number of links, some of which no longer lead anywhere.

Navigating the text by using the online Table of Contents was straightforward, although I did want to simply scroll to the next page instead of having to use a "next section" link, but that was minor. The .pdf format of the text was convenient if one wants to print the pages, but navigation of the .pdf format online required scrolling through the text. It would have been helpful to have a "bookmark" or similar feature to easily highlight important concepts or see where I stopped reading.

I noted no errors.

I especially appreciated the way this text discussed sensitive topics associated with gender, race, ethnicity, perception, etc.

I liked this textbook. I thought the exercises were generally good, as were the "Key Takeaway" and "OB Toolbox" sections. The text was dated, which tends to be noted by students and can lead to lost credibility. I appreciate the work that went into writing this text and could use portions of it, but would need to check the links before each course, or provide others for my students. Overall, this is a great text, but I recommend checking the details before adoption.

Reviewed by Marcia Hagen, Associate Professor, Metropolitan State on 8/21/16

Has chapters on the major themes such as diversity, decision making, motivation, ethics, and leadership to name a few; goes over the major theories. It does not go particularly deeply into any one area, but provides a solid look at a wide variety... read more

Has chapters on the major themes such as diversity, decision making, motivation, ethics, and leadership to name a few; goes over the major theories. It does not go particularly deeply into any one area, but provides a solid look at a wide variety of topics, concepts, and theories.

In terms of editing and proofing, this book does quite well. Writing is unbiased and reports materials that are accurate.

This is an area in which the text needs improvement. Few if any examples are from 2009 or later. The book is a good one, but cases need updating. Updating may be difficult for instructors to implemenet, due to the imbedding of cases into so many areas of the text. In addition, nearly half of the links provided in the text no longer work.

Text is very clear. I am impressed with the writing. In particular they did a good job of describing relatively complex theories with simple and understandable language.

The books is highly consistent in terms of formatting and style--as soon as Chapter 1 is complete, students should have a clear vision of what to expect for upcoming chapters.

This text is highly modular. In particular, the use of objectives for each section of each chapter allows for picking and choosing by instructors.

This book is well-organized and clear. Because OB is generally a set of very inter-related concepts, organization/flow is not perfect, but this book is as good as others I have seen in this area.

This is an area of improvement for this text. In particular links to outside web sites are out of date and many link to dead web sites. In addition, of the few images that are included in the text, several flow over 2 pages making them difficult to read.

Good grammar used throughout the text--few issues detected.

This text includes a good deal of discussion related to diversity, ethnicity, gender, and other issues culture in this text. I found the discussion in these areas to be both relevant and thoughtful.

There are several things about this text that I like. In particular, I think this would be a great book to use within an introductory OB course; it is well-written and thorough in terms of the breadth and depth of topics covered. The "OB Toolbox" sections give students many tips on getting, keeping, and succeeding their first professional job--that is great. However, there are a few areas of concern, as well. In particular, many links do not work and the cases are somewhat out of date (which poses a particular challenge due to the major economic changes that have taken place for several companies referred to in the text and cases). Before implementing this text, I would take time to review any potential overlap with other courses. But overall, this is a solid intro OB text.

Table of Contents

• Chapter 1: Organizational Behavior
• Chapter 2: Managing Demographic and Cultural Diversity
• Chapter 3: Understanding People at Work: Individual Differences and Perception
• Chapter 4: Individual Attitudes and Behaviors
• Chapter 5: Theories of Motivation
• Chapter 6: Designing a Motivating Work Environment
• Chapter 7: Managing Stress and Emotions
• Chapter 8: Communication
• Chapter 9: Managing Groups and Teams
• Chapter 10: Conflict and Negotiations
• Chapter 11: Making Decisions
• Chapter 12: Leading People Within Organizations
• Chapter 13: Power and Politics
• Chapter 14: Organizational Structure and Change
• Chapter 15: Organizational Culture

Ancillary Material

About the book.

Organizational Behavior bridges the gap between theory and practice with a distinct "experiential" approach.

On average, a worker in the USA will change jobs 10 times in 20 years. In order to succeed in this type of career situation, individuals need to be armed with the tools necessary to be life-long learners. To that end, this book is not be about giving students all the answers to every situation they may encounter when they start their first job or as they continue up the career ladder. Instead, this book gives students the vocabulary, framework, and critical thinking skills necessary to diagnose situations, ask tough questions, evaluate the answers received, and to act in an effective and ethical manner regardless of situational characteristics.

Often, students taking OB either do not understand how important knowledge of OB can be to their professional careers, or they DO understand and they want to put that knowledge into practice. Organizational Behavior takes a more experiential angle to the material to meet both of those needs. The experiential approach can be incorporated in the classroom primarily through the "OB Toolbox." This feature brings life to the concepts and allows students to not only see how the OB theories unfold, but to practice them, as well.

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Top 50 Organizational Behaviour Dissertation Topics Trending in 2021

• July 7, 2021 July 15, 2021

The behaviour of the workforce is directly proportional to the efficiency output in a production cycle. It is the motivation, activities promoting teamwork and on-time grievance redressal that help the worker to nurture his or her skills. Besides, it dynamically contributes to the exponential growth of the organization. The study of organizational behaviour is regarded as an integral part of any management course. It helps a management aspirant to delve into an in-depth study of the human psychology and behaviour in the given organizational settings. It is primarily the study and analysis of the interface between the human behaviour and the organization, as well as the organization itself.

GET HELP INSTANTLY Place your order to get best assignment help

(since 2006)

Introduction

The study of organisational behaviour standardly comprises of many dissertations, case studies, essays, and thesis papers to reflect the conceptual clarity of the student. To successfully clear this management subject with the desired grades, the students are required to attend all the given assignment homework on time. All these submissions are required to be made with an unmatched quality of eloquent writing prowess. The management students who prefer to attend their organisational behaviour homework themselves without professional assignment help , always counter numerous hurdles to begin with.

The selection of the right organisational behaviour assignment topic is one of the quibbling bulwarks that can curtail the pace of swift assignment submission. Here, our prima-facie motto is to help our students irrespective of the fact whether they are hiring our assignment writing services or not.  We have created the list of the top organisational behaviour dissertation topics after conducting an intense number of research and brainstorming sessions. While creating the list, we have made sure that the students from all kinds of management backgrounds, course curriculums, and diversified nations could reap benefits out of the give piece of information. 

The Principle Elements of an Organisational Behaviour Study

There are in total four main elements of a successful organisational behaviour (OB) study –

• People: The people to people contact is somehow extremely crucial to induce the cohesiveness between the team members to improve the overall productivity. The groups of people within the organization may change, form or dissolve. Time to time team-building activities and effectual grievance redressal mechanism could boost a sense of belongingness between the organisation and its manpower.    
• Structure: The structural layout of the organisation and the delegation of authority somehow segregate the rights, duties, functions, and responsibilities of all the members of the organisation in a crystal-clear sense. The behavioural approach and the outlook of the members of the organization is decided on the grounds of the designation and the level in the hierarchy that they are occupying. Yet, right from the designation of the CEO to the executives and supervisors operating at the lower level, certain structural traits like communication, mutual understanding and respect would always remain common at all levels.
• Technology: If we speak in terms of the contemporary scenario of the organisational work culture, then the absence of technology could either make the functioning difficult or impossible. It is primarily because of the intervention of the technology, that we could access physical and economic resources to make the jobs of the people easy. The assistance could be procured through machines, methods, and tools. The technology could enforce restrictions on the freedom of the people but deliver efficiency in terms of the contingent nature of tasks at diverse scale of operations.
• External Environment: The organisational behaviour not only get influenced by the internal environment but the external one as well. The functions of an organization exist in a larger social system and external environmental forces like socio-cultural, political, economic, technological, legal, and geographical forces. These are some of the typical external environmental forces that impact the attitudes, working conditions and motives of the people. In a similar sense, there are circumstances, where the organisations could also have an impact over the environment, but its degree would certainly be less than the vice-versa.

When students seek dissertation help related to different OB topics, these are some of the principle elements that frequently occur in the homework assigned at different stages of the course curriculum.

Read our sample page of a management topic by going through the below link to behold how eloquently our writers could blend diverse topics like management and healthcare in single assignment order.

Must read: change management in the healthcare facility – sample, the organizational behaviour models that are critical for management students to understand.

The online assignment help rendered by the professionals are primarily based upon the time-tested models of organisational behaviour. Let us briefly throw some light over them one after the other –

• Autocratic Model: This OB model emphasises on the rule that the employees are required to be instructed in detail and constantly motivated to perform in their job. Here, it is the job of the manager to conduct all the thinking part. The formalization of the entire process is done by the managers, and they wield the authority to give command to the entire workforce.
• Custodial Model: The model is more revolving around the economic and social security of the employee. Here, the companies do offer high scale pay, financial packaging, health benefits, corporate cars, and other forms of incentives. The model is induced to make sure that the employee shall remain loyal and dependent on the company, rather than the supervisor, manager, or the boss.
• Supportive Model: The model sustains around the motivation and value given to the employee, instead of money and command being the driving factor. The relationship between the manager and the employee goes beyond the day-to-day activity and role. The model is more effective in developed nations, in comparison of developing nations, where monetary gains and delegation of authority play a very pivotal role.
• Collegian Model: How good it would be a model with no worry about the job status or title? How good it would be if our manager would act as a supportive coach, instead of being bossy? Well, this model functions in an organizational structure where all the colleagues work as a team. There is no boss or subordinates and participates coordinate better to achieve the assigned target rate.  
• System Model: One of the most popular and emerging OB models in the contemporary corporate arena. Here, the managers try to nurture a culture sharing authenticity, transparency, and social intelligence. The motto is to link the employees emotionally and psychologically with the interests of the organization and make them more accountable for their actions.

The questions that frequently appear in OB dissertation assignments tend to revolve around the models that we discussed above. Some of the models are comparatively more preferred and practiced than the rest.

What are We Intended to Gain by Sharing a Well-Researched List of 50 Topics?

Well, our motto is to help the students save their time, energy, and resources to focus solely on the content. We have seen a plethora of students spending ridiculous amounts of time just on topic selection. What is essential for the students to understand here is that the selection of the right topic is not going to earn them the premium grades. It is the presentation of the right topic in the right content and format that become game-changer for them. The number of OB topics listed below are the ones that do matter in the prevalent managerial culture and that can help score some brownie points in the eyes of the evaluator.

Explore our business analytics sample at the below link to witness our optimum standards of assignment writing dedicated to quality-oriented students.

Must read: business analytics – demand forecasting – sample, top 50 organizational behaviour dissertation topics for the year 2021.

The following is the list of OB dissertation topics that can turn out to be a prudent choice for the number of assignment submissions that you make in future –

• The resistance of the employees towards organisational change and the right measures to curb the same
• The work environment stressors: The link between the job performance and the well-being of the employees
• Conflict management in the cross-functional project teams in a Singaporean corporate culture
• The role of social networks in the field of global talent management
• Apply the ‘Theory of Planned Behaviour’ in the assessment of the attitude of students towards self-employment
• Measuring the collective mindfulness as well as navigating its nomological network
• Recognizing and rewarding the employees: How the IT professionals in Germany and in France are motivated and rewarded?
• The incorporation of organisational identity in the turnaround research: A case study
• The top 10 findings on the resilience and the engagement of the employee
• The competition straight from the inside out
• How to overcome the virtual meeting fatigue during the pandemic crisis?
• Why good leaders fail?
• Building up better work models to effectively function in the next normal
• Promoting employee wellness within an organization, now and post the Chinese Covid-19 pandemic
• Turbulent times anticipate dynamic rules: Discuss
• The courage to be candid: The merits and demerits in an organisational setup
• The personal network utility to nurture an inclusive culture
• Putting up blinders can actually help us see more clearly: Discuss
• Redesigning the workspace to propel social interaction
• How to set customer satisfaction as one of the key yardsticks for healthy organisational behaviour?
• Counterproductive behaviour at work: The adversities and remedies
• How creative at the workplace could bring in more job satisfaction?
• Cyberloafing at the work: How it is a matter of grave concern than we actually imagine?
• Employee theft: The right measures for the culture of integrity and work ethics
• How technological innovation could enhance the job performance at the workplace?
• Organisational retaliatory behaviour: The causes and the measures to ensure minimal impact
• Whistle-blowing culture and how it changed the American work culture forever?
• Withdrawal Behaviour: Absenteeism and lateness and the countermeasures to prevent the same
• Conflicting value systems and their impact on complex work culture
• Managerial research and pursuit of opportunity: Elaborate
• How TMT diversity and CEO values jointly influence the culture of a corporate world?
• The emerging role of the team-players in a multicultural organisation setup
• How the external factors could actually impact the motivation of an employee, and eventually his or her behaviour?
• The situations of interpersonal conflict and how it can change the overall scheme of things in an organisational setup?
• Emotional responses of entrepreneurs to a situation of bankruptcy
• How the study of correct organizational behaviour could actually increase the chances of survival within an organisation?
• How promoting cultural connections in MNCs can actually promote the organisational culture?
• Need Theory Perspective: Motivational preferences of the workforce
• Investigation and assessment of the motivational factors at work
• A rationalised utility of the link between the social capital and the organisational learning
• Bullying before the occurrences of sexual harassment: Preventing the inevitable
• Conspiracies at the workplace: Recognizing and neutralising the root cause
• Effective strategies for the management at the age of boycotts
• Creation of an OB mentoring program that works at all levels
• The repercussions of bad management on employee behaviour and what are the possible remedies?
• Leveraging the organisational identity to gain a competitive edge
• Spiritual leadership and its impact on the outlook of the organisational workforce
• The role of positive organisational communities pre-and-post organisational goals
• The organisational behaviour for specially-abled workers to make their role more constructive to the organisational settings
• Managing successfully the dark side of the competitive rivalry before it affects the interpersonal relations within an organisational setting

And with that, we come to the end of the top 50 OB assignment topics that can not only fulfil our dissertation topic requirements, but also the assignment writing requirements of various other formats. The requirements related to topic selection for case study help , essay help , research paper writing help , or thesis help can also be referred and met with the given list of topics.

Care to master finest dissertation writing skills in just two weeks? Well, we are more than glad to help! Read the below article to let the experts hone your skills right away!!

Must read: wish to master dissertation skills in 2 weeks learn from the experts here.

The organisational behaviour dissertation topics enlisted above would cover various dynamic aspects of corporate culture revolving around the human behaviour. The topic list would not only help you cover the assignment topic demand for all the upcoming semesters, but also impressing your colleagues with topic suggestion prowess. It makes the efforts of assignment writing more seamless as the student could customise his or her writing as per the liking or aptitude of a specific type of OB topic.

Nevertheless, the requirements of the students are not merely confined to OB dissertation topic recommendation only. There are situations where management students prefer to hire paid assignment help to get their regular assignments done with perfection. The reasons can be associated with the lack of subject clarity, lack of time and resources or commitment to other critical events like exams or co-curricular activities. You can visit organisational behaviour assignment help at Thoughtful Minds to order online homework help related to all OB topics at the most competitive rates from the industry professionals of more than 15 years of experience.

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1.2 Understanding Organizational Behavior

Learning objectives.

• Learn about the layout of this book.
• Understand what organizational behavior is.
• Understand why organizational behavior matters.
• Learn about OB Toolboxes in this book.

About This Book

The people make the place.

Benjamin Schneider, Fellow of the Academy of Management

This book is all about people, especially people at work. As evidenced in the opening case, we will share many examples of people making their workplaces work. People can make work an exciting, fun, and productive place to be, or they can make it a routine, boring, and ineffective place where everyone dreads to go. Steve Jobs, cofounder, chairman, and CEO of Apple Inc. attributes the innovations at Apple, which include the iPod, MacBook, and iPhone, to people, noting, “Innovation has nothing to do with how many R&D dollars you have.…It’s not about money. It’s about the people you have, how you’re led, and how much you get it” (Kirkpatrick, 1998). This became a sore point with investors in early 2009 when Jobs took a medical leave of absence. Many wonder if Apple will be as successful without him at the helm, and Apple stock plunged upon worries about his health (Parloff, 2008).

Steve Jobs is known for developing innovative products by hiring the right people for the job and fostering a culture of hard work and creativity.

Wikimedia Commons – CC BY 3.0.

Mary Kay Ash, founder of Mary Kay Inc., a billion-dollar cosmetics company, makes a similar point, saying, “People are definitely a company’s greatest asset. It doesn’t make any difference whether the product is cars or cosmetics. A company is only as good as the people it keeps” [1]

Just like people, organizations come in many shapes and sizes. We understand that the career path you will take may include a variety of different organizations. In addition, we know that each student reading this book has a unique set of personal and work-related experiences, capabilities, and career goals. On average, a person working in the United States will change jobs 10 times in 20 years (U.S. Bureau of Labor Statistics, 2005). In order to succeed in this type of career situation, individuals need to be armed with the tools necessary to be lifelong learners. So, this book will not be about giving you all the answers to every situation you may encounter when you start your first job or as you continue up the career ladder. Instead, this book will give you the vocabulary, framework, and critical thinking skills necessary for you to diagnose situations, ask tough questions, evaluate the answers you receive, and act in an effective and ethical manner regardless of situational characteristics.

Throughout this book, when we refer to organizations, we will include examples that may apply to diverse organizations such as publicly held, for-profit organizations like Google and American Airlines, privately owned businesses such as S. C. Johnson & Son Inc. (makers of Windex glass cleaner) and Mars Inc. (makers of Snickers and M&Ms), and not-for-profit organizations such as the Sierra Club or Mercy Corps, and nongovernmental organizations (NGOs) such as Doctors Without Borders and the International Red Cross. We will also refer to both small and large corporations. You will see examples from Fortune 500 organizations such as Intel Corporation or Home Depot Inc., as well as small start-up organizations. Keep in mind that some of the small organizations of today may become large organizations in the future. For example, in 1998, eBay Inc. had only 29 employees and $47.4 million in income, but by 2008 they had grown to 11,000 employees and over $7 billion in revenue (Gibson, 2008). Regardless of the size or type of organization you may work for, people are the common denominator of how work is accomplished within organizations.

Together, we will examine people at work both as individuals and within work groups and how they impact and are impacted by the organizations where they work. Before we can understand these three levels of organizational behavior, we need to agree on a definition of organizational behavior.

What Is Organizational Behavior?

Organizational behavior (OB) is defined as the systematic study and application of knowledge about how individuals and groups act within the organizations where they work. As you will see throughout this book, definitions are important. They are important because they tell us what something is as well as what it is not. For example, we will not be addressing childhood development in this course—that concept is often covered in psychology—but we might draw on research about twins raised apart to understand whether job attitudes are affected by genetics.

OB draws from other disciplines to create a unique field. As you read this book, you will most likely recognize OB’s roots in other disciplines. For example, when we review topics such as personality and motivation, we will again review studies from the field of psychology. The topic of team processes relies heavily on the field of sociology. In the chapter relating to decision making, you will come across the influence of economics. When we study power and influence in organizations, we borrow heavily from political sciences. Even medical science contributes to the field of organizational behavior, particularly to the study of stress and its effects on individuals.

OB spans topics related from the individual to the organization.

Those who study organizational behavior—which now includes you—are interested in several outcomes such as work attitudes (e.g., job satisfaction and organizational commitment) as well as job performance (e.g., customer service and counterproductive work behaviors). A distinction is made in OB regarding which level of the organization is being studied at any given time. There are three key levels of analysis in OB. They are examining the individual, the group, and the organization. For example, if I want to understand my boss’s personality, I would be examining the individual level of analysis. If we want to know about how my manager’s personality affects my team, I am examining things at the team level. But, if I want to understand how my organization’s culture affects my boss’s behavior, I would be interested in the organizational level of analysis.

Why Organizational Behavior Matters

OB matters at three critical levels. It matters because it is all about things you care about. OB can help you become a more engaged organizational member. Getting along with others, getting a great job, lowering your stress level, making more effective decisions, and working effectively within a team…these are all great things, and OB addresses them!

It matters because employers care about OB. A recent survey by the National Association of Colleges and Employers (NACE) asked employers which skills are the most important for them when evaluating job candidates, and OB topics topped the list (NACE 2007 Job Outlook Survey, 2008).

The following were the top five personal qualities/skills:

• Communication skills (verbal and written)
• Honesty/integrity
• Interpersonal skills (relates well to others)
• Motivation/initiative
• Strong work ethic

These are all things we will cover in OB.

Finally, it matters because organizations care about OB. The best companies in the world understand that the people make the place. How do we know this? Well, we know that organizations that value their employees are more profitable than those that do not (Huselid, 1995; Pfeffer, 1998; Pfeffer & Veiga, 1999; Welbourne & Andrews, 1996). Research shows that successful organizations have a number of things in common, such as providing employment security, engaging in selective hiring, utilizing self-managed teams, being decentralized, paying well, training employees, reducing status differences, and sharing information (Pfeffer & Veiga, 1999). For example, every Whole Foods store has an open compensation policy in which salaries (including bonuses) are listed for all employees. There is also a salary cap that limits the maximum cash compensation paid to anyone in the organization, such as a CEO, in a given year to 19 times the companywide annual average salary of all full-time employees. What this means is that if the average employee makes $30,000 per year, the highest potential pay for their CEO would be $570,000, which is a lot of money but pales in comparison to salaries such as Steve Jobs of Apple at $14.6 million or the highest paid CEO in 2007, Larry Ellison of Oracle, at $192.9 million (Elmer-DeWitt, 2008). Research shows that organizations that are considered healthier and more effective have strong OB characteristics throughout them such as role clarity, information sharing, and performance feedback. Unfortunately, research shows that most organizations are unhealthy, with 50% of respondents saying that their organizations do not engage in effective OB practices (Aguirre et al., 2005).

In the rest of this chapter, we will build on how you can use this book by adding tools to your OB Toolbox in each section of the book as well as assessing your own learning style. In addition, it is important to understand the research methods used to define OB, so we will also review those. Finally, you will see what challenges and opportunities businesses are facing and how OB can help overcome these challenges.

Adding to Your OB Toolbox

Your ob toolbox.

OB Toolboxes appear throughout this book. They indicate a tool that you can try out today to help you develop your OB skills.

Throughout the book, you will see many OB Toolbox features. Our goal in writing this book is to create something useful for you to use now and as you progress through your career. Sometimes we will focus on tools you can use today. Other times we will focus on things you may want to think about that may help you later. As you progress, you may discover some OB tools that are particularly relevant to you while others are not as appropriate at the moment. That’s great—keep those that have value to you. You can always go back and pick up tools later on if they don’t seem applicable right now.

The important thing to keep in mind is that the more tools and skills you have, the higher the quality of your interactions with others will be and the more valuable you will become to organizations that compete for top talent (Michaels, Handfield-Jones, & Axelrod, 2001). It is not surprising that, on average, the greater the level of education you have, the more money you will make. In 2006, those who had a college degree made 62% more money than those who had a high school degree (U.S. Bureau of Labor Statistics). Organizations value and pay for skills as the next figure shows.

Education and training have financial payoffs as illustrated by these unemployment and earnings for workers 25 and older.

Source: U.S. Bureau of Labor Statistics, http://www.bls.gov .

Tom Peters is a management expert who talks about the concept of individuals thinking of themselves as a brand to be managed. Further, he recommends that individuals manage themselves like free agents (Peters, 1997; Peters, 2004). The following OB Toolbox includes several ideas for being effective in keeping up your skill set.

Your OB Toolbox: Skill Survival Kit

• Keep your skills fresh . Consider revolutionizing your portfolio of skills at least every 6 years.
• Master something . Competence in many skills is important, but excelling at something will set you apart.
• Embrace ambiguity . Many people fear the unknown. They like things to be predictable. Unfortunately, the only certainty in life is that things will change. Instead of running from this truth, embrace the situation as a great opportunity.
• Network . The term has been overused to the point of sounding like a cliché, but networking works. This doesn’t mean that having 200 connections on MySpace, LinkedIn, or Facebook makes you more effective than someone who has 50, but it does mean that getting to know people is a good thing in ways you can’t even imagine now.
• Appreciate new technology . This doesn’t mean you should get and use every new gadget that comes out on the market, but it does mean you need to keep up on what the new technologies are and how they may affect you and the business you are in.

Source: Adapted from ideas in Peters, T. (2007). Brand you survival kit. Fast Company . Retrieved July 1, 2008, from http://www.fastcompany.com/magazine/83/playbook.html .

A key step in building your OB skills and filling your toolbox is to learn the language of OB. Once you understand a concept, you are better able to recognize it. Once you recognize these concepts in real-world events and understand that you have choices in how you will react, you can better manage yourself and others. An effective tool you can start today is journaling , which helps you chart your progress as you learn new skills. For more on this, see the OB Toolbox below.

OB Toolbox: Journaling as a Developmental Tool

• What exactly is journaling ? Journaling refers to the process of writing out thoughts and emotions on a regular basis.
• Why is journaling a good idea ? Journaling is an effective way to record how you are feeling from day to day. It can be a more objective way to view trends in your thoughts and emotions so you are not simply relying on your memory of past events, which can be inaccurate. Simply getting your thoughts and ideas down has been shown to have health benefits as well such as lowering the writer’s blood pressure, heart rate, and decreasing stress levels.
• How do I get started ? The first step is to get a journal or create a computer file where you can add new entries on a regular basis. Set a goal for how many minutes per day you want to write and stick to it. Experts say at least 10 minutes a day is needed to see benefits, with 20 minutes being ideal. The quality of what you write is also important. Write your thoughts down clearly and specifically while also conveying your emotions in your writing. After you have been writing for at least a week, go back and examine what you have written. Do you see patterns in your interactions with others? Do you see things you like and things you’d like to change about yourself? If so, great! These are the things you can work on and reflect on. Over time, you will also be able to track changes in yourself, which can be motivating as well.

Sources: Created based on ideas and information in Bromley, K. (1993). Journaling: Engagements in reading, writing, and thinking . New York: Scholastic; Caruso, D., & Salovey, P. (2004). The emotionally intelligent manager: How to develop and use the four key emotional skills of leadership . San Francisco: Jossey-Bass; Scott, E. (2008). The benefits of journaling for stress management. Retrieved January 27, 2008, from About.com: http://stress.about.com/od/generaltechniques/p/profilejournal.htm .

Isn’t OB Just Common Sense?

As teachers we have heard this question many times. The answer, as you might have guessed, is no—OB is not just common sense . As we noted earlier, OB is the systematic study and application of knowledge about how individuals and groups act within the organizations where they work. Systematic is an important word in this definition. It is easy to think we understand something if it makes sense, but research on decision making shows that this can easily lead to faulty conclusions because our memories fail us. We tend to notice certain things and ignore others, and the specific manner in which information is framed can affect the choices we make. Therefore, it is important to rule out alternative explanations one by one rather than to assume we know about human behavior just because we are humans! Go ahead and take the following quiz and see how many of the 10 questions you get right. If you miss a few, you will see that OB isn’t just common sense. If you get them all right, you are way ahead of the game!

Putting Common Sense to the Test

Please answer the following 10 questions by noting whether you believe the sentence is true or false .

• Brainstorming in a group is more effective than brainstorming alone. _____
• The first 5 minutes of a negotiation are just a warm-up to the actual negotiation and don’t matter much. _____
• The best way to help someone reach their goals is to tell them to do their best. _____
• If you pay someone to do a task they routinely enjoy, they’ll do it even more often in the future. _____
• Pay is a major determinant of how hard someone will work. _____
• If a person fails the first time, they try harder the next time. _____
• People perform better if goals are easier. _____
• Most people within organizations make effective decisions. _____
• Positive people are more likely to withdraw from their jobs when they are dissatisfied. _____
• Teams with one smart person outperform teams in which everyone is average in intelligence. ______

You may check your answers with your instructor.

Key Takeaway

This book is about people at work. Organizations come in many shapes and sizes. Organizational behavior is the systematic study and application of knowledge about how individuals and groups act within the organizations where they work. OB matters for your career, and successful companies tend to employ effective OB practices. The OB Toolboxes throughout this book are useful in increasing your OB skills now and in the future.

• Which type of organizations did you have the most experience with? How did that affect your understanding of the issues in this chapter?
• Which skills do you think are the most important ones for being an effective employee?
• What are the three key levels of analysis for OB?
• Have you ever used journaling before? If so, were your experiences positive? Do you think you will use journaling as a tool in the future?
• How do you plan on using the OB Toolboxes in this book? Creating a plan now can help to make you more effective throughout the term.

Aguirre, D. M., Howell, L. W., Kletter, D. B., & Neilson, G. L. (2005). A global check-up: Diagnosing the health of today’s organizations (online report). Retrieved July 25, 2008, from the Booz & Company Web site: http://www.orgdna.com/downloads/GlobalCheckUp-OrgHealthNov2005.pdf .

Elmer-DeWitt, P. (2008, May 2). Top-paid CEOs: Steve Jobs drops from no. 1 to no. 120. Fortune . Retrieved July 26, 2008, from CNNMoney.com: http://apple20.blogs.fortune.cnn.com/2008/05/02/top-paid-ceos- steve-jobs-drops-from-no-1-to-no-120/ .

Gibson, E. (2008, March). Meg Whitman’s 10th anniversary as CEO of eBay. Fast Company , 25.

Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal , 38 , 635-672.

Kirkpatrick, D. (1998). The second coming of Apple. Fortune , 138 , 90.

Michaels, E., Handfield-Jones, H., & Axelrod, B. (2001). The war for talent . Boston: Harvard Business School Publishing.

NACE 2007 Job Outlook Survey. Retrieved July 26, 2008, from the National Association of Colleges and Employers (NACE) Web site: http://www.naceweb.org/press/quick.htm#qualities .

Parloff, R. (2008, January 22). Why the SEC is probing Steve Jobs. Money . Retrieved January 28, 2009, from http://money.cnn.com/2009/01/22/technology/stevejobs_disclosure.fortune/?postversion=2009012216 .

Peters, T. (1997). The brand called you. Fast Company . Retrieved July 1, 2008, from http://www.fastcompany.com/magazine/10/brandyou.html .

Peters, T. (2004). Brand you survival kit. Fast Company . Retrieved July 1, 2008, from http://www.fastcompany.com/magazine/83/playbook.html .

Pfeffer, J. (1998). The human equation: Building profits by putting people first . Boston: Harvard Business School Press.

Pfeffer, J., & Veiga, J. F. (1999). Putting people first for organizational success. Academy of Management Executive , 13 , 37–48.

U.S. Bureau of Labor Statistics. (2005). Retrieved December 8, 2005, from the U.S. Bureau of Labor Statistics Web site: http://www.bls.gov/nls/nlsfaqs.htm#anch5 .

Welbourne, T., & Andrews, A. (1996). Predicting performance of Initial Public Offering firms: Should HRM be in the equation? Academy of Management Journal , 39 , 910–911.

• Retrieved June 4, 2008, from http://www.litera.co.uk/t/NDk1MDA/ . ↵

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Term Paper on Organizational Behaviour (MBA 610)

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Objective-The instability of employee performance in the last three years requires a solution to strengthen employee performance. This study aims to develop a model for strengthening employee performance. Methodology/Technique-This study uses quantitative exploratory techniques with SPSS software, with the following independent variable: Employee Performance (Y), and dependent variables: Organizational Change (X1), Organizational Culture (X2), and Achievement Motivation (X3). The case study is conducted in the Jakarta Islamic Centre, which has a population of 46 people. Findings-The regression Results (1) of the regression equation are Y = 0.099 + 0.148X1 + 0.037 X2 + 0.797X3; RSq = 0.737: F calculated 35.435 with Sig = 0,000. The findings show that employee achievement motivation is a factor that determines high employee performance, organizational changes and organizational culture have no significant effect but when taken together with motivation, have a significant influence on employee performance. Novelty-If there is no policy or implementation of organizational change, organizational culture, and motivation to support employee performance, then employee performance will be low, around 0.099 on scale 1-5.

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The study was about the effect of employees’ motivation on employees’ performance. A case study of National Social Security Fund: Head Quarters. The main objective of the study was to assess the influence of employees’ motivation on the employees’ performance. While the specific objectives were to examine the influence of: working environment on employees’ performance, intrinsic factors on employees’ performance and extrinsic factors on employees’ performance. The methodology of the study included the use of Primary data. The method used to collect data/information was questionnaire and reviews from different Management and Motivation books, documents and journals concerning with the topic of employees retrenchment. Analysis and interpretation of the findings revealed the influence of employees’ motivation on the employees’ performance in parastatal organizations can be influenced with the environment of work itself which comprises physical environment and support also intrinsic and extrinsic factors if carefully used they can improve general employees’ performance. Some of recommendations and suggestions provided to organizations is to provide training and seminars to the managers on how to motivate their employees which will result to improve their performance Therefore if organizations observe the given recommendations and suggestions concern with what to do when doing employees motivation because the recommendation will help the organization to attain a required performance as well as satisfy employees needs in the organization.

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• Term Paper on Organisational Behaviour | Management

Here is a compilation of term papers on ‘Organisational Behaviour’ for class 11 and 12. Find paragraphs, long and short term papers on ‘Organisational Behaviour’ especially written for school and college students.

Term Paper on Organisational Behaviour

Term Paper Contents:

• Term Paper on the Limitations of Organisational Behavior

Term Paper # 1. Definition of Organisational Behaviour:

Organisational behaviour may be defined as the study of behaviour of people in a formal organisation in given circumstances. It focuses on the individuals, groups and interactions between them. It attempts to understand individuals in formal organisation as a basis of meeting individual needs and achieving organisational objectives.

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It seeks to shed light on the whole complex human factor in the organisation by identifying causes and effects of behaviour. According to Keith Davis, “organisational behaviour is the study and the application of knowledge about human behaviour in organisations as it relates to other system elements such as structure, technology and external social system.”

This definition focuses on organisational behaviour as a mix of people, structure, technology and external social system. In the words of Joe Kelly organisation behaviour is the “systematic study of the nature of organisations, how they begin to grow, develop and their effect on individual members, constituent groups, other organisations and larger institution.”

To quote S.P. Robins organisational behaviour is “a field of management that is primarily concerned with understanding, predicting and influencing human behaviour in organisations.”

Thus the study of organisation behaviour seeks to shed light on the whole complex human factor in the organisation by identifying causes and effects of behaviour.

Term Paper # 2. Features of Organisational Behaviour:

The features of organisational behaviour are:

(a) It has assumed the status of a distinct field of study. It is a part of general management. It represents behavioural approach to management.

(b) It contains a body of theory, research and application associated with a growing concern for people in workplace. Its study helps in understanding the human behaviour.

(c) The study of theories and research experiences of organisation facilitates managers for creative thinking to solve human problems in organisations.

(d) This discipline is heavily influenced by several other behavioural sciences and social sciences like psychology, sociology and anthropology. As a separate field of study it attempts to integrate the various aspects and levels of behaviour.

(e) It provides a rational thinking about people. It concentrates on three levels of behavior. They are individual behaviour, group behaviour and behaviour of the organisation.

(f) This is mainly concerned with the behaviour of people in the organisational setting. It may be considered as human behaviour at work.

(g) Organisational behaviour seeks to fulfill both employee needs and organisational objectives. The people in the organisational satisfy their needs through organisational activities and the organisation’s responsibility is to provide behavioural climate in the organisation. The object is to maintain a balance between human and technical values at work by combining productivity with employee satisfaction.

(h) Organisational behaviour has psychological foundations. The concepts like learning, perception, attitude, motivation, personality moral etc., are borrowed from psychology, sociology, and anthropology. It is an electric field of study that integrates knowledge of behavioural sciences.

(i) Organisational behaviour is both an art as well as a science. It is considered as a science because it contains knowledge about behaviour of people in the organisation.

It is an art because it involves the application of science. In essence it is an inexact science and a developing field of study.

(j) Organisational behaviour is dynamic rather than static. Every change in the social system is reflected in organisational behaviour through change in the behaviour of individuals.

(k) It attempts to reduce the wasteful activities through economic and psychological means and thus increasing the effectiveness of the people and the organisation.

Term Paper # 3. Scope of Organisational Behaviour or Foundations of Organisational Behaviour :

The concept of organisational behaviour revolves around two basic elements.

(i) Nature of people and

(ii) Nature of organisation.

(i) Nature of People:

Nature of people in an organisation can be well understood with the help of basic factors like individual differences, a whole person, caused behaviour and human dignity.

(a) Individual Differences:

The basic assumption in behavioural science is that every person is different from others. There are differences in physical characteristics and mental capabilities. Research studies have established that these differences affect their performance at work and behaviour. The mental differences may be related to intelligence, aptitudes, attitudes, skill etc.

Scientific techniques are to be evolved to identify and measure differences in psychological factors so that they can be effectively used in the selection and placement of right people for various jobs. Selection and training can be tuned accordingly. The principle of individual differences has wide applications in selection and placement and designing, training programmes.

This will facili­tate the organisation in knowing the motives of employees and their behaviour so that supervision can be made effectively. To achieve maximum co-operation from employees a suitable style of leadership and supervision can be developed and the right type of motivation can be provided. So the individual differences form the nerve centre of organisational behaviour.

(b) A Whole Person:

Some organisations generally believe that they employ only the brain or skill of the person. But they are wrong in their approach. Though we can make a study of each characteristic separately but in final analysis, they are a part of one system making up a whole person. We cannot separate each other. Skill cannot be separated from knowledge or background. Home life cannot be separated from work life.

The concept of whole person signifies that behaviour of a person at work cannot be studied in isolation. A person is a complete system in himself. It is not possible to separate a human mind and skills of a person. In the work spot the individual carries with him the problems of his private life. His performance is influenced by his private environment and vice versa. So his behaviour at home and office are influenced mutually.

(c) Caused Behaviour:

Industrial psychologists assume that human behaviour is caused. It is the situation that stimulates an individual to behave and perform in a particular way. Therefore it is necessary to understand the causes of behaviour before making an attempt to improve upon it.

Human behaviour is caused by needs which can be directed and controlled in order to get the desired results from human beings. This can be achieved by motivation. It turns on steam to keep the organisation going.

(d) Human Dignity:

Unlike other factors of production the employees should be treated differently as they are of higher order in the universe. The organisation must respect his emotions, sentiments and aspirations. He must be treated with respect and dignity. Then only the employees will co-operate with the organisation.

Otherwise they feel dissatisfied and it affects their performance. Ethical philosophy deals with consequences of our acts upon ourselves and other. It recognises that life has an overall purpose and accepts the inner integrity of each individual. As organisational behaviour involves people, ethical philosophy is involved in one way or the other in each action.

(ii) The Nature of Organisation:

There are two basic assumptions about organisation.

(a) Organisations are social systems.  

(b) They are formed on the basis of mutual interest.

(a) Social System:

An organisation is a social system which coordinates the activities of its members for the achievement of common goals. It is a part of society and consist of people who are social beings. In every organisation there are two types of social systems exist side by side. One is called the formal social system and the other is the informal social system. The interaction of these two is responsible for their behaviour and performance.

That is why, the organisation behaviour is dynamic. All parts of the system are interdependent and influence each other. The idea of social system makes the complexibility of the human behaviour in organisations conceptually manageable. It provides a framework for considering and analysing a number of variables involved in any organisational situation.

(b) Mutual Interest:

This is the basic factor in every kind of relationship. Employees need organisation and organisation needs employees. Employees need organisation as a means to reach their goals while organisations require employees to achieve their objectives. In fact, without people, there is no organisation. Both people and organisation are benefitted by their association.

Term Paper # 4. Elements of Organisational Behaviour :

Organisational behaviour relies upon scientific methods to develop, evaluate and modify theories about human behaviour in organisations. This discipline is influenced by several behavioural sciences and social sciences. The important among them are psychology, sociology and anthropology. Psychology focuses on what determines the behaviour of individual?

In an attempt to answer this question various sub-disciplines like industrial psychology, clinical psychology and experimental psychology have been developed. Sociology deals with groups, organisations and societies rather than individuals. Further it considers the actual pattern of interaction, the effects of different social status on the interaction and the effect of different roles on interaction.

Therefore, sociology is the basis of trying to understand social behaviour or the dynamics of two or more individuals interacting. Similarly Anthropology is a broad discipline that studies the origin and development of human culture, how those cultures have functioned in the past and how they continue to function in the present. This information is very useful in understanding human behaviour.

Management forms the organisation to achieve certain goals. In an organisation the efforts of the people are co-ordinated by the structure of authority-responsibility relationship. To achieve performance the organisation uses three elements known as people, structure and technology.

These elements interact with external environment and they are influenced by it. This has been aptly remarked by Keith Davis in the following words. Organisational behaviour is the “study and application of knowledge about human behaviour in organisations as it relates to other systems elements such as structure, technology and the external social system.”

(i) People:

All organisations are made up of people both individuals and groups. The groups may be formal or informal, large or small. They are inter-related and complex in nature. People are dynamic in nature and they interact with each other and also influence each other. They may form change and disband the organisation.

The organisations exist to serve the people. So the basic problem of the management is to understand the human behaviour so that they are motivated in a better way to contribute maximum performance.

(ii) Structure:

Structure refers to the organisational design which defines the roles and relationships of people in the organisation. Different people are given different roles and they have to play definite roles in the organisation. The organisation structure leads to division of work which facilitates employees in performing their duties to achieve organisational objectives.

The performance is expected from different levels in different spheres. The organisational structure relates to authority responsibility relationships and it co-ordinates performance of employees. The designed structure must be appropriate and also suit the organisational members.

(iii) Technology:

Technology imparts the physical and economic condition with which people perform in the organisation. The employees are given assistance of machines, tools, methods and resources. Nature of technology depends on organisational activities and scale of operations. Technology influences working conditions in the organisation. This places restrictions on the freedom of individuals.

(iv) Environment:

Environment refers to external environment provided by socio-cultural factors, economic factors, political conditions and geographical forces. These factors influence the attitudes, motives and working conditions of the people in the organisation. The organisation also has an influence over the environment. This type of interface continues so long as the organisation survives.

Term Paper # 5. Approaches of Organisational Behaviour:

There are four basic approaches of organisational behaviour.

1. Inter-disciplinary approach

2. Human resources approach

3. Contingency approach

4. Systems approach

(i) Inter-Disciplinary Approach:

Organisational behaviour is an integration of all other social sciences and disciplines. This helps in understanding the behaviour of people at work in the organisation. It is neither psychology, nor sociology, nor organisational theory but it is an integration of all other disciplines.

The field of organisation behaviour is very much like that of medicine which integrates physical, biological and social sciences into a workable practice. Man is to be studied as a whole and all disciplines con­cerning men are integrated. It means the study of men is to be taken up in an integrated way to know about workable relationship of the behavioural world.

Various social sciences have facilitated the understanding of human relationships. Some of them are Economics, Psychology, sociology and organisation theories. Some areas which are used are Human needs, motivation, counseling and individual differences. The interest of various social sciences in people may be called as behavioural science and this represents the systematised body of knowledge which speaks about why and how people behave as they do.

(ii) Human Resources Approach:

Other name supportive approach. This approach is developmental in nature as it is concerned with the growth and development of people towards higher level of competency, creativity and fulfillment as people are the central theme of the organisation. The traditional management approach wants to achieve objectives by implicit obedience of employees who are subject to strict control and supervision and the employees are not taken to confidence.

The human resources approach helps employees in developing self-control, responsibilities and other abilities in them where everybody will contribute to the performance of the organisation. It will result in operative effectiveness.

Tin’s is also known as the supportive approach because this approach changes the manager’s role. It supports the employees in developing their abilities. This approach provides a good organisational climate in which people can grow and be productive.

(iii) Contingency Agency:

In Traditional approach the points focussed are:

(i) Application of universally accepted principles irrespective of the situation.

(ii) Concept of universality.

These were accepted by the followers in the field of organisational behaviour.

But the position has changed now. Behavioural researchers are of the opinion that there are some concepts that are useful in all circumstances otherwise different organisational environments require different behavioural relationship for proper effectiveness as behavioural situations are much complicated now-a-days.

This approach is known as contingency approach.

The advocations of this approach are:

(i) There is no one best way to deal into the human problem.

(ii) Each situation must be analysed carefully before taking any action and at the same time discourage universal concept about people. This approach helps in using in the most appropriate manner all the current knowledge about the organisation.

(iii) In this approach appropriate action depends on the situational variables.

(iv) Systems Approach:

Organisations are social systems. There are so many variables in the system and they are inter-related and inter-dependent. So a change in one variable may affect the other variable. So a manger is to consider the situation behind the scene before taking any action. The effects of the action is to be thought about to know its impact on organisation and a cost-benefit analysis should be made taking into consideration the organisation as a whole.

These four behavioural approaches that facilitate the understanding of organisational behaviour.

Term Paper # 6. Merits of Organisational Behaviour :

(i) This facilitates a manager in predicting individual behaviour and group behaviour. The manager can develop a more retired and realistic set of assumptions about people and can plan action.

(ii) This study helps in explaining the causes of human behaviour. It tells us why people behave in a particular way. Some of the causes of behaviour are controllable and some others are beyond control. The manager if he knows the controllable factors then he can design better policies and practice to obtain the desired behaviour from his subordinates.

(iii) This helps in improving the organisational behaviour and results in smoothening the relationship between employees and organisation. The employees can be motivated to function as a team to fulfil their needs and achieve organisational objectives.

(iv) The application of organisational behaviour cannot solve all behavioural problems but it facilitates the manager in considering all tenable assumptions and important variables underlying the situation.

Term Paper # 7. Limitations of Organisational Behavior:

The limitations of organisational behaviour are as follows:

(i) Members of an organisation are not free to behave in their own way. Their behavioural patterns are guided and controlled by rules, regulations, procedures and practices of the organisation. So their activities, interactions, sentiments are developed in a particular manner. Further Group behaviour of workers is largely guided by the attitude and approach of trade unions. So the members are controlled in organisations either in a formal way or in informal way.

(ii) In organisations, there are certain apathetic groups which are little concerned with environmental changes. Their reaction to the behaviour may not produce cause-effect relationship. In such a situation it is difficult for the management to formulate a behavioural policy that may satisfy all the members of the organisation.

(iii) In organisations there are certain ethnic and erratic groups in the organisation. Their reactions to the environment cannot be predicted. Similarly, certain conservative groups and vested interests may resist strongly managerial initiatives.

In spite of these limitations organisational behaviour has great potentiality for increasing managerial effectiveness. It seeks to help people and organisations and relate them more effectively to each other. It is a human tool for human benefit.

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